PRO
'IN :AGE'
-------
TABLE OF CONTENTS
Page
Introduction 1
Assessment Methodology 5
How to Use This Report 10
Summary of Regional Views 12
Summary of Focus Group Discussions
and Place-Based Interviews 24
Summary of Senior Non-Supervisory
Staff Interviews 31
Summary of Unit Manager Interviews 34
Summary of Executive Team Interviews 38
Summary of Main Conclusions 43
Summary of OCAT Recommendations 45
Appendices:
List of OC AT Members Al
OCAT Survey Bl
Survey Results from the Entire Region C1
Survey Results Without SEE Responses D1
Comparison of Survey Results Between Offices E1
Survey Results: Office for Innovation Fl
Survey Results: Office of Water Gl
Survey Results: Office of Waste and
Chemicals Management HI
-------
Appendices (continued)
Page
Survey Results: Office of Management Programs II
Survey Results: Office of Environmental Assessment Jl
Survey Results: Office of Environmental Cleanup Kl
Survey Results: Office of Ecosystems and Communities LI
Survey Results: Office of Air Quality Ml
Survey Results: Office of Regional Counsel Nl
Survey Results: Combined Small Offices Group 01
Comparison of Survey Results by Job Category P1
Comparison of Survey Results by Location of
Respondent Ql
Comparison of Results: Before and After
Reorganization Rl
More Notes from the Unit Manager Interviews S1
More Notes from the Executive Team Interviews Tl
Comments to the "RA for a Day" Mailbox Ul
Comments Submitted to the OCAT Survey VI
-------
ORGANIZATIONAL CHANGE MID-COURSE REVIEW
EXECUTIVE SUMMARY
In 1995, a variety of factors came together to cause Region 10 to evaluate the structure under
which it was operating and to consider other organization design options. A new structure was
implemented which represents a hybrid of media offices and new offices designed to help the
region carry out its mission in a more focused, place-based manner.
Between October 1996 and January 1997, a group of Region 10 employees called the
Organizational Change Assessment Team (OCAT) undertook a review of how the changes in
organizational structure have impacted program functions and staff, and the extent to which
progress is being made towards achieving the structural, process and cultural/behavioral changes
that the reorganization sought to achieve. OCAT used four primary tools to assess employee
views: a LAN-based survey, focus groups, personal interviews and a LAN-based suggestion box.
All Region 10 employees and Senior Environmental employees were asked to participate in the
assessment.
A broad range of conclusions can be drawn from the information collected by OCAT. Some
conclusions stem from concerns about cultural and programmatic impacts associated with agency
restructuring. Others are not directly related to the reorganization, but instead stem from
concerns about regional operations, goals or priorities. For some topics, significant variation in
opinion existed between personnel in different offices and/or personnel in different job categories.
The most significant conclusions (those expressed with the greatest frequency by the most people)
are summarized below.
The restructuring decisions that appear to have had the greatest impact were the decisions to
eliminate the Branch Chief positions and expand unit size. The primary outcome of these
decisions was a significant increase in responsibilities of Unit Managers. Yet while their duties
changed, it appears that little progress has been made to clarify expectations regarding the role of
Unit Managers in the new organization. Staff, Unit Managers, and Office Directors share
concerns about the ability of Unit Managers to effectively respond to the many demands on them.
Coming to common understanding regarding the role of the Unit Manager, and then aligning
behaviors accordingly will be critical if the region is to function effectively.
Regional personnel at all levels expressed concern about the Executive Team. Some people
believe that the Executive Team is too large to function effectively. Others believe that the team
subscribes to a consensus at all cost dictum which discourages expression of diverse views and/or
makes it difficult to make decisions in a timely manner. Still others report not knowing what the
Executive Team does or what they value. Many believe that the Executive Team is isolated from
the rest of the region, that increased communication between the Executive Team and the rest of
the region is needed, and that Unit Managers and staff should be asked to work collaboratively
1
-------
with the Executive Team more often in the development of priorities and policies for the region.
There are widely held perceptions in Region 10 that the region's environmental goals are not
clear, that we are going in too many directions at once (e.g., sectors, partnering efforts,
geographic initiatives, etc.), and that investment in new areas (e.g., Senior Non-Supervisory Staff)
Office for Innovation) may be coming at the cost of front line environmental protection (e.g.,
issuing permits, tracking compliance, enforcing violations).
Individuals at all levels of the organization report that Region 10 is not making adequate progress
towards protecting the environment and that because of it EPA is not viewed from the outside as
a strong environmental leader. Morale is suffering. People are clamoring for increased clarity
regarding environmental goals and priorities and a clearer sense of how resources will be invested
and disinvested to achieve those goals. They want more tracking of accomplishments and
accountability for environmental progress, and they want more traditional enforcement and
compliance; tough, timely response to violations of environmental laws and regulations. Staff
and Unit Managers are looking to the Executive Team to provide greater direction and leadership
in addressing environmental problems.
In the past year, the Region appears to have gained valuable experience in teaming and in
understanding how to work effectively across organizational boundaries. However, many people
reported feeling confused about who they should be coordinating with. Some feel accountable to
everyone, others feel accountable to no one. Many believe that their colleagues, while trying to
be inclusive, are at times being too inclusive. Significant concern continues to exist regarding
communication and coordination between Seattle-based personnel and personnel in Operation
Offices and place-based locations.
Although the region still has a long way to go in achieving a number of the goals set for the
reorganization, progress is being made on many fronts. It is perceived that the Region's
workforce is more diverse than it was in the past. More people report feeling listened to and
supported by management. More people report familiarity with the Region's mission, vision and
values. More people claim to have the training and resources they need to do their jobs. Most
people feel that they are adequately empowered. It appears that the majority of Region 10
personnel are surfacing from the chaos of 1996 with guarded optimism that we are somewhat
better positioned now than before the reorganization to provide improved environmental
protection in the future. But they may hot be optimistic for long unless tangible evidence of
environmental progress can be demonstrated soon.
-------
Based on consideration of all of the opinions submitted during the assessment, OCAT developed a
suite of recommendations. Included in the recommendations are the following:
Clarify Region 10's goals and priorities by:
• developing an integrated plan which identifies specific goals for environmental protection,
integrates the work of different offices, and establishes priorities for resource investment
and disinvestment,
• articulating the Region's enforcement goals and level of commitment to achieving them.
Reenforce what Region 10 values by :
• Identifying "risk-taking", "teaming" and "leadership" as specific categories for award
recognition (e.g., annual regional awards) and factors of emphasis in providing special
act, on-the-spot, or time off awards.
• Placing greater emphasis on the extent to which employees embody the regional leadership
philosophy and/or exemplify commitment to the region's mission, vision, and values when
providing performance feedback and discussing individual promotion potential.
• Embracing diversity of opinion within the region by encouraging the constructive
expression of different points of view and acknowledging its value in the decision-making
process.
Foster effective Region 10 management by:
• Developing basic leadership and supervisory training requirements for Unit Managers
which must be completed during their first year of supervision, and continuing education
requirements to be completed annually thereafter.
• Reassessing Executive Team, size, structure and process with a goal of promoting faster,
more efficient decision-making.
• Utilizing Unit Managers and staff to a greater extent in the collaborative development of
regional policy.
• Clarifying expectations regarding the role of the Unit Manager in the new organization.
-------
Improve internal and external communication and coordination by:
• Making additional resources available for use in getting EPA personnel into the field to
meet with stakeholders, getting place-based/Operation Office personnel to Seattle, and
improving infrastructure to enhance communication between Seattle and place-
based/Operation Offices.
• Placing greater emphasis on communicating with the public on topics that are directly
related to environmental quality and EPA's role in environmental protection..
• Developing a directory which identifies who in Region 10 is knowledgeable about specific
environmental programs or issues.
Promote Region 10 effectiveness by:
• Reducing the Unit Manager to staff ratio for exceptionally large units, units with a
significant numbers of place-based/Operation Office personnel reporting to Seattle, and
units with significant external coordination and facilities management responsibilities (i.e.,
Manchester Laboratory).
• Conducting a periodic assessment of Senior Non-Supervisory Staff positions to ensure
that the individuals in the positions are assigned difficult and complex projects
commensurate with their grade level, and that work effort is being directed to the high
priority needs of the region.
• Designating a specific office or specific individuals responsible for tracking
accomplishments within the region.
• Continuing to make filling of administrative staff vacancies a high priority within the
region.
• Continuing to support self-initiated, lateral movement of staff to new positions within the
organization.
Assess organizational effectiveness by:
• Conducting periodic assessment of the overall organizational structure to gauge its
effectiveness in meeting cultural, programmatic, and environmental goals, with special
attention being paid in the next assessment to the contribution of Senior Non-Supervisory
staff positions and the Office for Innovation towards meeting regional goals, the
effectiveness of "state teams" in meeting programmatic needs, and the effectiveness of the
assignments not positions policy in promoting better, more effective environmental
leadership.
-------
INTRODUCTION
In 1995, a variety of factors came together to cause Region 10 to evaluate the structure under
which it was operating and to consider other organizational design options. A primary driver of
this effort was the nationally mandated requirement to achieve a 1:11 supervisor to staff ratio.
Other driving forces were the need to find more effective ways to make it easier for the public to
understand and be involved in the work of the agency, to reduce layers of management in order to
promote faster decisions, to build in more flexibility to resolve conflicts between mandated
programs and community needs, and to better reflect the diversity of the community we serve.
The end result of many months of information gathering and analysis was a restructuring of the
region. The new organizational structure, which was implemented in 1995, represents a hybrid
which includes media offices as well as several new offices designed to help the Agency carry out
its mission in a more focused, place-based manner.
It was hoped that the new regional structure would promote improvement in the following areas:
Accountability: clear lines of accountability throughout the organization
Communication and Coordination: responsive to customers and stakeholders, effective
internal and external communication and coordination of work
Customer Focus: increased presence in and/or responsiveness to the communities and
customers we serve
Integrity, Efficiency and Effectiveness: work processes made more efficient and
effective, while retaining the integrity of environmental programs
Measurement and Evaluation: a structure which enables better assessment of our ability
to deliver core processes effectively, and to assess the extent to which we are adaptable,
accessible, integrated and accountable
Reinvention and Streamlining: a sleeker government with more accountability, with a
structure that enhances our ability to be flexible, adaptable and responsive in
accommodating change and emerging priorities
As pan of the reorganization, the Regional Administrator (RA) committed to conducting periodic
assessments to determine how the changes are impacting program functions and staff, and the
extent to which progress is being made towards achieving the structural, process and
cultural/behavioral changes that the reorganization sought to achieve. This report, and the
information contained herein, represents the first comprehensive effort to assess the impact of the
reorganization. It is not a final assessment, which realistically cannot be conducted until more
time has passed under the new system. Rather, it is an assessment of progress to date to
-------
determine what is working and not working, and to identify areas where enhanced attention
and/or mid-course changes in implementation approach may be warranted.
This report will not answer all questions regarding organizational effectiveness or employee
morale. Although attempts were made to assess current views on a variety of topics, and
information is broken out by offices and job categories, only follow-up dialogue within individual
offices will enable managers and staff to truly understand what is behind the views summarized in
this report.
-------
ASSESSMENT METHODOLOGY
Eight members of the Regional Office were asked to design and implement the mid-course
assessment (Appendix 1). Their participation on the Organizational Change Assessment Team
(OCAT) was sought because they represented of a variety of perspectives, offices, interests, job
types and grade levels. None of the individuals on OCAT were substantively involved in
assessing options for the regional restructuring in 1995.
Four primary tools were used by OCAT to assess employee views regarding the impacts of
reorganization: a LAN based survey, focus group discussions, personal interviews, and a RA for
a Day LAN-based suggestion box.
LAN Survey - A 54 question computer-based survey was sent to all Region 10 employees
during October 1996. A total of 545 individuals responded. In an effort to assess direct changes
hi employee opinion prior to and post reorganization, the survey contained many of the same
exact questions contained hi the Region 10 Employee Views survey conducted in 1994 and the
Region 10 Empowerment Survey conducted in 1995. New questions were added addressing
topics such as teaming, leadership, and diversity. The OCAT survey format enabled respondents
to provide optional comments. Although survey respondents were asked to identify what type of
position they held (i.e., management, administrative, senior environmental employees, general
staff) and what program they worked for (e.g., Office of Environmental Cleanup, Office for
Innovation) all responses have been kept confidential. In an effort to protect anonymity,
responses from smaller offices (i.e., the RA's Immediate Office, Office of Enforcement, Tribal
Office, Office of External Affairs, Operation Offices) were grouped into a single category titled
the Combined Small Offices Group.
Focus Groups - During October and November, 1996, OCAT members hosted a series of eight
focus groups. The focus groups offered an opportunity for face to face discussion on the impact
of the reorganization on like groups of people. Focus group meetings were held for individuals
who participated in the original organizational change project, administrative staff, staff who
changed assignments during the reorganization, staff involved in teams, and four sessions for
general staff. In addition, OCAT members hosted discussion groups at the Hanford Project
Office, the Manchester Laboratory, and all of the Operations offices, with the exception of the
Juneau office which was interviewed by phone (OCAT travel was canceled due to poor weather).
All individuals in Region 10 who felt they belonged to one or more of the advertised groups were
offered the opportunity to participate. Approximately 100 people participated in one or more
focus group discussion. In order to assure open and frank discussion, assurance was given by
OCAT that individual responses would be kept confidential.
-------
As part of the focus group process, discussion participants were asked to respond to a set list of
questions. The questions were designed to provide a framework for discussion that encompassed
the goals and attributes of the reorganization. Beyond this, group dynamics dictated other
discussion areas. Notes were taken by OCAT members and later compiled for use in this report.
Focus group questions included the following:
With respect to the Organization Design Attributes (distributed at each focus group, see
bullets, page 1), what changes have you observed since reorganization?
How is the new organization more efifective/less effective in the job of environmental
protection?
How are we accomplishing the goals of flexibility, accountability, empowerment and
innovation?
What mid-course changes would you suggest at this point?
Group specific questions:
- Organizational Change Teams - Has the reorganization met the goals and
objective that you envisioned during your work on one of the team?
- Administrative Staff-How has the organization changed the way you do
your job, both positive and negative?
- Staff Who Changed Jobs - Has your new assignment met your
expectations? Are you getting the training you need to be
successful?
- Teams: Have we created effective teams?
- Place-Based/Operation Offices - Are we effective in dealing with local
issues?
Personal Interviews - From October through December, 1996, one-on-one interviews were
conducted with all of the Executive Team members (12 in Seattle, 3 in the Operations Offices)
and most Unit Managers (27). In addition, personal interviews were conducted with eight Senior
Non-Supervisory staff, three place-based staff (by phone) and any other staff member (12) who
requested an interview either because they were unavailable to participate in a focus group or did
not feel comfortable doing so.
-------
A consistent format was used for all Executive Team, Unit Manager and Senior Non-Supervisory
Staff interviews. Each individual was asked to respond to the eight questions listed below:
With respect to the Organization Design Attributes, what changes have you observed
since the reorganization?
How is the new organization more effective/less effective in the job of environmental
protection?
Does the organization feel flatter? If so why?
What mid-course changes would you suggest at this point?
As a supervisor, what were your expectations with respect to your new job under the
reorganization? (Note: this question was not asked of Senior Non-Supervisory Staff
unless they had previously been a supervisor, in which case the question was modified to
explore how their views regarding supervision in the new organization impacted their
decision to change jobs).
How does reality compare with your expectations?
Have there been any changes in accountability, flexibility, empowerment, innovation
during the past year? What have you done to enhance the above?
Responses to questions were noted. When responses went beyond the scope of the original
question, those responses were recorded as well. For Executive Team, Unit Manager and Senior
Non-Supervisory staff participants, responses were collated and summarized and an attempt was
made to identify major themes or trends.
Individual staff who requested interviews were asked the questions used in the focus groups.
Responses to interview questions and other views put forth by interview subjects were noted,
although a separate summary of staff interview responses was not prepared for this report.
Instead, notes from one-on-one staff interviews were considered in combination with the focus
group responses when preparing the section of this report that highlights staff opinion.
RA for A Day Suggestion Box - In an effort to solicit specific recommendations regarding where
additional attention or support is needed to enhance the effectiveness of the Region in meeting the
organizational change goals, Region 10 employees were provided the opportunity to submit
suggestions to OCAT via an "RA for a Day" LAN-based suggestion box.
-------
HOW TO USE THIS REPORT
This report is divided into three sections. The body of the report summarizes the main
observations and views expressed during the OCAT assessment. A recommendations section
identifies potential follow up areas. The appendices section contains much of the detailed
information which can be used to further assess the impact of reorganization on individual offices
and job categories.
Overview of Observations and Conclusions - The information compiled during the
organizational change review is presented in this report in a variety of formats. The body of the
report contains a narrative discussion of the main themes or findings that came out of the mid-
course assessment, separate sections summarizing the views expressed during focus groups, and
Executive Team, Unit Manager and Senior Non-Supervisory Staff interviews, and a summary of
the significant conclusions. The narrative is organized on a topical basis with separate discussions
on the cultural/programmatic impacts of reorganization, regional management, employee morale,
internal communication and coordination, external communication and coordination,
empowerment/risk-taking/accountability, teaming, and diversity. The text reflects the combined
summarization of opinions expressed during interviews, focus group discussions and in the
survey. In general, it focuses on regional trends rather than differences between individual offices
(the later information can be found in the appendices). Where trends in opinion differed
significantly between job categories those trends are noted. In addition, where it was possible to
ascertain changes in opinion over time by comparing the results from this survey with those of the
Employee Views or Empowerment surveys, those trends are noted as well. When before and
after comparisons are made, the statistics representing prior response do not include the Senior
Environmental Employees since they did not participate in the 1994 Employee Views survey.
OCAT Recommendations - The recommendations section of this report contains a listing of
suggestions that the Region may want to consider in either modifying the current organization
structure or reassessing how it does business/delivers service on a day-to-day basis.
Recommendations came from a variety of sources, including LAN comments, interview
suggestions, and OCAT opinion.
Appendices - A variety of appendices are attached to this report which contain more detailed
information regarding LAN survey responses, LAN survey comments, RA for A Day
suggestions, and Executive Team and Unit Manager interviews. The appendices provide the best
source of information for those who are interested in comparing responses between offices,
programs, or positions. All comments submitted with the survey or to the RA for A Day mailbox
are included in the appendices as submitted, with the exception of a handful that needed to be
10
-------
edited (name and/or program name removed) either to protect the identity of the respondent or
because they were deemed to be mean spirited or particularly hurtful in nature (in these instances,
a copy of the unedited comment (minus any indication of the respondents identity) has been
provided directly to the individual who the comment was about so that he/she would have
knowledge about how they are perceived). Unfortunately, it is impossible to know precisely what
was intended by some of the comments, since the software used in implementing the survey was
poorly designed for this purpose and a number of comments were truncated.
11
-------
SUMMARY OF REGIONAL VIEWS
This chapter contains a comprehensive summary of the views expressed by staff and managers
during the organizational change mid-course assessment. Observations and conclusions are
drawn from the LAN survey, interviews and focus groups, and from comparison of current
information to the Employee View and Empowerment surveys conducted prior to the
reorganization. Limited information is provided regarding differences in perceptions reported by
personnel in different offices and job categories. The information is organized on a thematic basis
with separate sections addressing cultural and programmatic impacts of reorganization, regional
management, employee morale, empowerment/risk-taking/accountability, external communication
and coordination, internal communication and coordination, teaming, and diversity.
Cultural and Programmatic Impacts of Reorganization: Concurrent with the reorganization
was a significant effort to better define the Region's vision, mission and values. "Core
Processes" and "Strategic Directions" were articulated in an attempt to more systematically focus
regional work effort. Resources were moved into new programmatic investment areas. A
"Leadership Philosophy" was developed for use in establishing norms of behavior for managers
and staff. To some degree, it appears that these efforts have paid off.
In 1994, only 34% of respondents to the Employee Views Survey reported that they could
describe Region 10's Values, Vision and Mission Statements. Today 59% respond that they can.
A number of individuals commented in the survey that the posting of the mission statement in the
elevator lobbies contributed to their increased awareness of these tenets. Today, familiarity of
personnel with Region 10's Strategic Directions is only marginally better than it was in 1994
(36% now report that they can describe them, up only 3% from the earlier survey). Fifty-two
percent of respondents indicate that they believe their office/program is making progress to adopt
core processes in their work. Managers as a group were much more likely to indicate familiarity
with these topics than were members of any other job category.
Although many people responded that they are now more familiar with the mission, directions and
core processes than in the past, a number of individuals commented that they did not have a clear
understanding of the relationship of these tenets to their day to day work or job function, or did
not perceive that knowledge of these tenets was. having any impact on the focus or quality of the
Region's work. A number of individuals, including several Executive Team members,
commented that the relationship of these tenets to the work of the agency is not adequately
reinforced by regional management.
At the time of the reorganization, Region 10's senior managers put forth the notion that everyone
in the region is, or should become, a leader. Leadership would no longer be the bastion of
management. Instead, the goal was that each employee would accept the responsibility for doing
their part towards achieving the region's goals, mission and vision by communicating openly and
12
-------
honestly with their peers, managers and external stakeholders, by making principled, timely
decisions and being accountable for decisions made, by respecting differences of opinion and
resolving conflict constructively, and by serving as a role model to assist others to realize their
personal and collective best.
Today, 50% of respondents to the OCAT survey agree or strongly agree that they can describe
Region 10's Leadership Philosophy. Fifty-three percent consider themselves a leader in
Region 10 consistent with this philosophy, yet only 31% agree or strongly agree that staff and
managers, in general, have embraced the philosophy and are acting accordingly. Managers,
more often than any other job category, responded that they had embraced the philosophy and
assumed others had too. A range of opinions existed across offices. Interestingly, personnel from
the Office for Innovation were more likely than personnel from any other office to respond that
they were functioning consistent with the leadership philosophy, but that staff and managers as a
whole within the Region had not embraced the philosophy or were acting accordingly.
A significant outcome of the reorganization was the investment of resources in two new areas:
Senior Non-Supervisory Staff positions and the Office for Innovation. In general, Senior Non-
Supervisory Staff feel that they are providing a valuable service to the Region. However, a
number of them advocated periodic reevaluation of Senior Non-Supervisory Staff assignments to
ensure that energies are being spent in high priority areas. A number of staff and managers
shared the view that while some of the existing Senior Non-Supervisory positions are worthwhile,
others were merely created in an attempt to appease "displaced supervisors" and may not, on
balance, be benefiting the region.
Regarding the Office for Innovation, a number of individuals commented that they believe the
office is doing a good job of advertising what they do and are doing a good job with the services
they provide. Many people within all job categories, however, questioned whether resources
going to support the work of the Office for Innovation are being redirected at the expense of
important "core" environmental work.
Two program areas were specifically identified in the OCAT survey: Pollution Prevention and
Enforcement. In 1994, 49% of those responding in the Employee Views Survey agreed or
strongly agreed that pollution prevention was the solution of first choice for Region 10 and its
partners. Today, only 48% of respondents feel this way. It was not possible to ascertain a
reason for the downward trend.
In 1994, 8% of respondents felt that Region 10 was clear about the mix of enforcement activities
that result in the best compliance. Today, 13% hold those same opinions. Numerous comments
were submitted on the topic of enforcement, many expressing the view that the region is gun shy
when it comes to taking a tough stance in enforcing existing laws and statutes. Several
individuals commented that the creation of the Office of Enforcement was a move in the right
direction towards increased accountability in this area (e.g., we will be able to assess regional
performanee in a more systematic, comprehensive manner).
13
-------
Regional Management: The good news about regional management now as compared with
1994, is that confidence in the management team has improved. More employees report that they
are being listened to and coached than when previously assessed. One reason that management
ratings may be up this year is that more individuals feel that management listens to its employees'
need and interests (55 % agreed/strongly agreed, up 14% from 1994).
In 1994, only 20% of respondents to the Employee Views Survey agreed or strongly agreed
that Region 10 managers serve as role models and lead by example. Today 37% of those taking
the OCAT survey responded in that manner. In 1994, only 18% of employees reported believing
that Region 10 managers ;"walk the talk" as related to the Region's stated values, vision and
mission. Today, 34% of employees agree or strongly agree that they do. In 1994, 35% of
employees believed that Region 10 managers often made promises to Region 10 employees that
weren't kept. Today, only 26% of respondents agreed or strongly agreed with this premise.
One of the key functions of supervision is to provide feedback. Sixty-two percent of employees
report that they agree or strongly agree that they do receive feedback from their supervisor that
helps improve overall performance in their office. Only 18% of employees disagreed/or strongly
disagreed with this assessment. Feedback appears to be most prevalent in the Office for
Innovation, with 78% of employees agreeing or strongly agreeing that the feedback they receive
from management is valuable.
Although more people responded favorably to management related questions during the OCAT
survey that in previous years, a significant number of people were either "on the fence" or simply
did not feel able to answer the questions at all.
The bad news about management in Region 10 is that while confidence levels have improved, the
majority of regional personnel are still uncertain as to whether they believe in their managers
and/or trust their abilities. Management may be listening more now than before, however,
numerous respondents to the survey felt compelled to comment that management does not act on
employee needs frequently enough. Feedback may be in abundance but coaching and mentoring
from supervisors is generally in short supply. Only 45% of respondents to the OCAT survey
indicated that their supervisor devotes adequate time and attention to coaching staff. The data
indicate that managers in some offices appear to be doing a better job of coaching than managers
in other offices.
Not surprisingly, managers responded much more favorably to questions regarding management
performance than did employees in other job categories. Senior Environmental Employees were
slightly more supportive of management than either administrative or general staff. Significant
differences existed between ratings for individual offices.
The extent to which staff and supervisors are able to spend time with each other was a topic that
14
-------
came up frequently in survey comments, focus group discussions and management interviews.
Nearly everyone is in agreement, or at least concerned, that Unit Managers are spread too thin
with large numbers of people in their units to supervise and increased responsibility associated
with having absorbed many of the former Branch Chief functions. The fallout is that access to
unit managers for one-on-one coaching and/or decision making is at an all time premium. Unit
managers feel inadequate in their ability to evaluate individual staff performance because it is
difficult to assess what they do not see. The situation appears to be particularly difficult for
Seattle-based managers who supervise place-based/Operation Office staff. Many staff report
feeling isolated from the managers they serve, both Unit Managers and Office Directors. Just
about everyone is in agreement that as a whole the organization feels flatter.
A number of individuals, at all levels in the organization, commented that the management team in
general, and the Office Directors/RA/RDA in particular, need to exert greater leadership in
establishing an environmental agenda for the region. It is well known that they paid a great deal
of attention to personnel and budget issues this past year, and for good reason. But many people
within the region are also looking to the Executive Team to establish and communicate a clear,
unified set of expectations regarding environmental goals, priorities, and outcomes. There exists
some uncertainty as to whether the Executive Team can be relied upon to make tough
investment/disinvestment decisions, or to hold firm when controversial or unpopular decisions
must be made in order to achieve environmental goals.
Forty-three percent of respondents to the OCAT Survey agreed or strongly agreed that Region
10's management is committed to continue to make organizational changes to effectively deliver
environmental services. Not surprisingly, managers responded this way more often than did
individuals from other job categories. Staff from Ecosystems, Management Programs, and the
Combined Small Offices Group also agreed or strongly agreed with this opinion more often than
personnel from other offices. Individuals in the Office of Air are the least optimistic that
management will continue to make changes to improve delivery of environmental services.
Employee Morale: One result of reorganization is that everyone seems to be feeling
overburdened. For some this may be due to uncertainties associated with crafting new directions
for the Region (e.g., new offices and program areas). For others this may be due to the onslaught
of new job responsibilities (e.g., greater span of control for unit managers, staff who took on new
assignments in the "1-2-3 shuffle", administrative staff with larger units to serve, new Unit
Managers and Executive Team members). For others, it may merely be the burden of having to
read so many LAN messages on a daily basis about so many teaming opportunities, brown bags,
and special initiatives (e.g., Project XL, Community Based Environmental Protection Strategy,
Regional Geographic Initiatives, Performance Partnership Agreements, the Enforcement Strategy,
Sectors, State Teams, Tribal Coordination, etc.); issues and/or opportunities that they will never
have the time to become involved in but feel that they are expected to know something about.
And there is growing fear that "the eggs are hatching". In the not too distant future the region
will be done with all of the planning and scoping and networking about new initiatives and special
15
-------
emphasis areas. Then, core program staff and managers will have to find the time to carry out the
additional work that these efforts generate. Only 27% of OCAT survey respondents agreed or
strongly agreed that as a result of reorganization, their unit chose to disinvest in certain parts of
the their unit's programs and/or services.
Although feeling overburdened, just about everyone in Region 10 believes that their office
performs high quality work. Overall, 81% of respondents agreed or strongly agreed with this
view (up 6% from 1994). Sixty-seven percent of respondents indicated that they agreed or
strongly agreed that Region 10 employees continue to expand their environmental knowledge (up
6% from 1994). One reason for the improved ratings may be that a significantly greater number
of individuals now report that they get the training and resources needed to carry out their work
most effectively (52% agreed/strongly agreed, up 23% from 1994).
A number of individuals, including many managers, commented during interviews or in the survey
that 1996 was not a banner year for environmental protection, a view that may be impacting
morale. A variety of reasons for this view were given, including less enforcement, fewer staff
working on direct environmental protection because of diversion of effort and manpower to new
functions (e.g. Senior Non-Supervisory Staff, Office for Innovation), widespread distraction over
furloughs and budget crisis, and new responsibilities (e.g., establishing cross-office teams, lots of
people learning new jobs). While some individuals did not anticipate that the situation will
improve under the current organization, others expressed optimism that the worst of the chaos is
behind us and that the region is moving, albeit slowly, to a new and stronger position from which
to protect the environmental.
Many staff and managers expressed satisfaction with the "people placement" process employed
during the reorganization. Many people were given the opportunity to take on new jobs or
responsibilities. However, significant concern exists regarding opportunities for future mobility
and promotions. With the number of management positions significantly reduced, staff are
concerned that opportunities for advancement are now very limited. If they can't move up, at
least they would like to move around. Some staff would like to see the opportunity for staff
reassignment repeated every 2-3 years. Others felt that the widespread rotations had been
extremely disruptive and that too much expertise was drained from critical programs all at once.
Administrative staff would like the opportunity to participate in the 1-2-3 process if it is ever
offered again.
Unit Managers and Senior Non-supervisory Staff are concerned about whether and how the
"assignment not positions" rotations will be implemented. There is fear that they will be moved to
jobs for which they have limited interest or experience, just for the sake of movement or because
it is simply "their turn." Some staff expressed concern that the rotations would not be
implemented due to the complexities inherent in figuring out how to fairly implement such a
process while "protecting displaced managers." They viewed these rotations as their only
opportunity to break into the management ranks.
16
-------
For the most part, Unit Managers like their work and wish to remain supervisors. However, for
most the workload is very heavy and for some simply overwhelming. Many units range from 15-
20 people, while others range to 25 or more. Many more Unit Managers are now supervising
more place-based and operations office staff than ever before, a situation which comes with its
own unique challenges of communication and coordination. Some Unit Managers report feeling
overburdened with the work of the former Branch Chiefs. Others report that they stayed in
supervision in the hopes of taking on more "senior management" type work (e.g., policy
development, headquarters interaction), but that the day-to-day demands associated with meeting
staff and Office Director needs precludes any professional growth in this area. A number of Unit
Managers report impending "burn out."
Empowerment, Risk-Taking and Accountability: Empowerment, risk-taking, and
accountability go hand in hand. You cannot discuss one without the other. Based on the survey
results, it appears that most employees are generally satisfied with the current state of decision
empowerment in the Region. The responses indicate that employees are feeling somewhat more
empowered than when the Empowerment Survey was conducted in 1995. When asked how
empowered they are currently by then" manager/supervisor to make decisions for the majority of
their work, 48% of the respondents indicated that the "staff decides with limited manager input."
This option was selected much more frequently than any other option and represents a high level
of empowerment (second only to the option of making decisions without any manager input). In
1995, only 24% of respondents to the Empowerment Survey claimed as high a level of decision-
making empowerment. A full 67% of individual responding to the OCAT survey indicated that
they consider their current level of decision making empowerment, be it high, medium or low, to
be ideal. Only a small percentage of respondents indicate that their level of empowerment is
either "way too much" (2%) or not nearly enough (5%).
Although some individuals would prefer to have more decision-making authority, the gap between
the status quo and the desired state is not large. While 48% of respondents said they are currently
able to make decisions with only limited manager input, 57% indicated that this would be the level
of empowerment they would prefer.
The survey results on questions of empowerment were generally similar across job categories,
although the Senior Environmental Employees and managers assumed a slightly greater manager
influence in decision making than did general staff or administrative staff. Overall, staff in the
Office for Innovation, Waste and Chemicals Management, and Ecosystems seem to be most
satisfied with their current level of empowerment. Personnel in the Office of Air report the least
degree of overall satisfaction.
Regarding what factors were identified as being most critical to an individual achieving the level
of empowerment they desired, manager support, peer support, program area training, and
technical support, in that order, ranked highest overall on a region-wide basis considering all job
categories. Senior Environmental Employees and personnel in the Office for Innovation more
17
-------
often than other job categories or offices indicated that they "did not need anything" additional to
foster empowerment. Managers, more than other job categories, indicated that "more time" will
be a critical factor in achieving their desired level of empowerment.
The focus groups and survey comments provided additional insight in to the empowerment issue.
Several participants questioned whether increased empowerment was actually occurring by
design; suggesting instead that staff are merely being pushed into being more empowered and
taking more risks because their managers are too busy to be involved in the work that they do.
Others commented that their Unit Managers are continuing to operate hi an overly involved
manner, thereby limiting empowerment opportunity. A number of Unit Managers expressed
concern that they were feeling compelled to remain involved in staff work on a detailed level
because staff continue to seek their technical direction and senior managers continue to ask them
detailed questions about program work.
While personnel in general may be feeling reasonably empowered to make decisions, a significant
number commented that taking a risk is only a good idea if one can be reasonably assured that the
risk will result in a popular, non-controversial outcome. Only 32% of respondents agreed or
strongly agreed that there is currently an organizational climate within Region 10 that encourages
risk-taking (up 10% from 1994). Managers felt most strongly that risk-taking is encouraged.
General staff remain the most skeptical. Survey results indicate that differences of opinion exist
between offices. Personnel in the Office for Innovation, Environmental Cleanup, and the
Combined Small Offices Group agreed most often that risk taking is encouraged. Personnel in the
Offices of Air and Water reported most often that it is not.
So what happens when something does not work out as planned? Who is accountable in this age
of empowerment? The answer depends on who you ask. Some respondents expressed the
concern that they feel accountable to too many people, that the burden of networking and
coordinating is overwhelming. Others commented that the region, in general, feels less
accountable since the reorganization. They perceive that no specific office in the region is
keeping track of what the region is accomplishing and that there is less control over what the
priorities are and what work is getting done. Some believe that individual interests, rather than
true agency or environmental need, are dictating where effort is spent. This comment was made
by a number of people in regards to the work of Senior Non-Supervisory Staff.
External Communication and Coordination: If there are two things that most everyone in the
region agrees upon, it is that we know who our stakeholders/customers are (85% agreed/strongly
agreed, up 2% from 1994) and that we know what they want from Region 10, in general (66%
agreed/strongly agreed, up 5% from 1994). We believe that we not only ask for and listen to the
feedback and suggestions of stakeholders/customers (68% agreed/strongly agreed, up 10% from
1994) but 62% agreed or strongly agreed that we take action based on stakeholder/customer
feedback and suggestions (up 23% from 1994). More people than not (53% agreed/strongly
agreed, up 33% from 1994) indicated that Region 10 employees are actively pursuing partnership
18
-------
opportunities to provide successful program delivery to stakeholders/customers. In general, these
trends were expressed consistently across offices and job types (although more Senior
Environmental Employees and personnel in the Office of Regional Council felt unable to answer
questions regarding external communication and coordination than others in the Region). Very
few respondents (13% agreed/strongly agreed, down 9% from 1994) felt that Region 10
employees have often made promises to stakeholders/customers in the past year that were not
fulfilled, although many (33%) did not feel that they had enough information to answer the
question.
But for all of the hard effort at customer/stakeholder relations, the Region as a whole is not
feeling optimistic regarding how we are viewed from the outside. Only 20% of the respondents
indicate that they believe Region 10 is seen as a leader of integrated environmental problem
solving in the Pacific Northwest (up 2% from 1994). Most people either were on the fence (22%)
or didn't feel they could answer the .question (31%). Comments submitted with the survey and
generated during focus groups and interviews indicate that Region 10 employees are concerned
that the reorganization has created confusion in state agencies, as well as with the public,
regarding who to go to in the Agency for answers to questions. In addition, concern exists that
adequate travel funds are not available to get staff out into the field to better understand and/or
respond to stakeholder concerns and needs.
Internal Communication and Coordination: Based on the OCAT survey, employee opinion is
divided as to whether in Region 10 we work as an integrated team internally to best serve our
stakeholders/customers (33% agreed/strongly agreed, up 10% from 1994, 31% disagreed/strongly
disagreed, down 20% from 1994). Distinct differences of opinion exist between offices and job
types, with the Office of Regional Council, Management Programs, and the Combined Small
Offices Group, administrative staff, and Senior Environmental Employees expressing the most
optimism. The offices of Air, Ecosystems, Water, and Innovation expressed the least optimism
regarding this topic, with general staff being equally divided in their agreement and disagreement.
The majority of managers were "on the fence" in responding to this question.
In interviews and focus groups, place-based staff expressed significant concern regarding
communication and coordination between Seattle-based staff and managers and Operation
Office/place-based staff and managers. Some individuals feel the need for more direct and
frequent interaction with regional teams, more support and back-up on individual projects, and
more detailed accounting of actual work. Although most Operation Office and place-based staff
now report directly to supervisors in the Seattle office, it appears that this arrangement may not
be meeting their needs. A number of individuals commented that they feel "out of sight/out of
mind" as far as their supervisors go and that their needs and work do not get the supervisory
attention that they feel they deserve. They are concerned that lack of familiarity will make it
difficult, if not impossible, for their Unit Manager to be an effective champion for them when it
comes to recommending promotions and/or awards.
19
-------
The lack of adequate infrastructure, such as workable conference phone systems and up to date
computer technology, as well as inadequate money to support travel of place-based/Operation
Office personnel to the regional offices, and Seattle supervisors and staff to the Operation/place-
based offices were cited as significant impediments to further integration.
Administrative staff report that they know each other and have good communication. Other staff,
however, report that the flattening and widening of the organization has complicated matters.
They do not know who does what within the new organization, a significant impediment to
successful cross-program, multi-media project coordination and teaming. Staff also report that
they do not know who is doing what in other EPA regions since regional offices were not held to
a consistent model when implementing reorganization in the individual regions.
Because significant uncertainty exists regarding who individuals should coordinate with it is
reported that staff and managers alike, while trying to be inclusive, are in many cases being too
inclusive. That is, all too frequently they are trying to include everyone in meetings, teams, and/or
decisions who may have only a remote interest in an issue. The result may be too many LAN
messages to too many people and too many people attending too many meetings.
Although staff feel confusion regarding who to coordinate with on a staff-to-staff programmatic
level, both staff and managers report that direct access to the Office Directors and the RA/DRA
has improved. No longer is there an expectation that all communication from staff for briefings
and/or decision-making purposes need be filtered through their supervisor. While most people
see this as progress, a few expressed concern that they no longer know what the ground rules are
when it comes to communication with upper management.
Although access to individual Office Directors and the RA/DRA has improved, there is a strongly
held view that the Executive Team, as a group, have become more isolated from the pulse of the
Region since the reorganization. Some speculate that this is because the Executive Team has
spent so much time during the past year working in seclusion on a variety of process and policy
issues, without the assistance of Unit Managers or staff. Staff appreciate the distribution of
Executive Team minutes, but would prefer substantive, face-to-face discussion of the issues that
the Executive Team works on. While a perception exists that the Executive Team has devoted
considerable time to "team building" within the Executive Team, staff report skepticism as to
whether the management team is in fact any less turf conscious than in the past. Most, but not all,
Executive Team members believe that competition for resources is not as pervasive as it used to
be.
The Unit Managers as a whole are not feeling particularly well connected or integrated with
anyone. Because of their expanded duties associated with increased unit size, Unit Managers are
not able to spend the one-on-one time with staff that they could in the past. They have become
increasingly distanced from the substance of the work of their staff and, as such, feel less
connected both to program and personnel. The Unit Managers report that they would like to
contribute more to the development of policy for the region and would welcome the opportunity
20
-------
to work more closely with the Executive Team. Individual Executive Team members have
indicated a willingness to work more closely with Unit Managers as an "integrated management
team", although there is some concern as to how this would be facilitated. Many Executive Team
members report that it is already excessively difficult to make decisions given the current size of
their group (17). They report that meetings are much longer, more frequent, and less productive
than they should be.
As a group, the Unit Managers could benefit from spending more time with each other,
mentoring and working collaboratively on issues, but have felt unable to carve out the time to do
so.
One stick by which the Region may be able to measure whether or not personnel are
communicating effectively is the extent to which we are giving each other feedback. Seventy
percent of respondents to the OCAT survey agreed or strongly agreed that they give others
feedback that helps improve overall performance in the office/region (up 24% from 1994). Fifty-
nine percent of respondents reported receiving feedback from their peers that help improve overall
performance. Similar opinion on this topic was expressed across all offices and job categories.
Diversity: A number of questions in the LAN survey pertained to diversity. In general the region
as a whole received high marks from its employees across all offices and job categories regarding
efforts to develop and value a culturally diverse workforce (68 % indicated that they agree or
strongly agree that this is something the region is trying to do, up 12 % from the 1995
Empowerment Survey). Similarly, most people across offices and job categories indicated that
they are not aware of any prejudicial or discriminatory language or remarks being made in the
workplace (74% agreed/strongly agreed ), that the people with whom they work show respect for
one another (75% agreed/strongly agreed, up 14% from 1995), that they are respected and
valued for what they know and can do (71% agreed/strongly agreed), and that they are treated as
fairly as other members of their work group (73% agreed/strongly agreed ).
Where the picture becomes less clear is in the areas of hiring and recognition. While some offices
reported positive ratings in these areas, others did not. Overall, less than half of the respondents
felt that in filling jobs in Region 10, competition is open and fair (only 34% agreed/strongly
agreed ) or that equal opportunity for growth and advancement is being put into action (only 37%
agreed/strongly agreed ). A variety of reasons for these views were given, including that jobs are
"wired" for specific individuals even though they are advertised to the entire region, and that
reverse discrimination is now being used to promote minorities and women. A high percentage of
respondents to both questions were on the fence or did not feel that they could answer the
questions at all. The one group that appeared to be comfortable with hiring practices were the
management team, in which the majority of respondents felt that competition is fair and open and
that equal opportunity exists for growth and advancement.
There was a range of opinion between offices as to whether work is distributed appropriately
21
-------
based on grade level (only 31% agreed/strongly agreed overall). In terms of recognition for a job
well done, only 55% of the respondents were satisfied with the recognition they receive or the
extent to which we communicate about and celebrate each others successes. Managers as a
whole expressed more agreement than other personnel that work is distributed fairly and that they
receive adequate recognition for the work they do. Administrative and general staff were the least
satisfied with the current situation.
A diversity issue that was not queried on the survey but was a significant topic of discussion in
focus groups, interviews, and in LAN comments was the issue of diversity of thought and
opinion. In general, while there is staff recognition that the management team is more racially
diverse and gender diverse than in the past, many people indicated that diversity of opinions seems
to be sorely lacking within the management ranks, and that diversity of thought is discouraged at
the staff level. Many within the region are concerned that consensus is viewed as the only
acceptable outcome and that little room exists for opposing views.
Teaming: Four questions were included in the LAN survey that explicitly addressed issues
pertaining to teams and teaming. The instructions to the survey asked that only members of
formally designated teams were requested to reply to that section of the survey. Surprisingly, 219
individuals, or roughly half of all survey respondents completed that portion of the survey; a
strong indication that teaming is becoming prevalent in Region 10. The results indicate that most
team members have a clear understanding of what their team is working to achieve (63%
agreed/strongly agreed). This was generally consistent across job categories, with the Senior
Environmental Employees being somewhat less certain than the other groups. In terms of how
teams are managed, evaluated, and supported, however, responses were less favorable.
When asked whether the degree of authority of their team leader (either delegated from
management or negotiated authority given by the team) is clear, only 37% of respondents agreed
or strongly agreed that it was. Percentages were significantly higher for some offices such as
Innovation, Waste and Chemicals Management and Environmental Assessment, and significantly
lower for others including Water, Management, and Air). General staff, as a group, disagreed
that the degree of their team leader authority is clear more often than did personnel in other job
categories.
In terms of team operation and assessment, most survey respondents indicated dissatisfaction with
the status quo. Only 22% of respondents could agree or strongly agree that evaluation criteria
had been established to measure their team's work and effectiveness. Managers were the least
satisfied with the situation, staff were split, and responses varied across offices. Only 37% of
respondents felt that an established process existed for team members to provide feedback to each
other. Only 24% of respondents felt that the organization's administrative processes/systems are
adequately aligned to support teaming as a new way of doing business. Most managers were on
the fence on this question, administrative staff felt most strongly that improvements are needed.
22
-------
Survey results were generally supported by comments made during focus groups and interviews.
Staff felt that managers need to have a better understanding of teaming in general: when they are
appropriate, how decisions will be made, and how much effort and time is needed to make a
successful team. The most successful team experiences seemed to be those in which the right mix
of skills and expertise are present and the team members are committed to a common goal and
feel jointly accountable for the progress and outcome. Concerns were expressed regarding the
role of internal EPA "coaches" and about the adequacy of training available to support teaming
efforts. Most everyone seemed to be uncertain as to the purpose for and effectiveness of state
teams in fostering achievement of agency goals. Many individuals commented that they are
uncertain as to who to "team with" and as such felt obligated to keep anyone informed who might
have a remote interest in their project or issue.
23
-------
SUMMARY OF FOCUS GROUP DISCUSSIONS/PLACE-BASED
INTERVIEWS
During October and November 1996, OCAT hosted a series of focus group meetings intended to
gather information from a cross-section of regional staff. Focus groups included teams involved
in the original organization change project, administrative staff, staff who changed assignments,
staff involved in teams, and four sessions for general staff. OCAT members traveled to interview
personnel in the Hanford Project Office, the Manchester Laboratory, and all of the Operation
Offices, with the exception of the Juneau office and independently located place-based staff (who
were interviewed by phone). Upon request one-on-one interviews were provided for staff who
were not able to attend a focus group or did not feel comfortable doing so.
The following information is condensed from notes taken during the focus groups, Operation
Office/place-based interviews and one-on-one staff interviews. The comments contained here are
the comments that were heard most frequently from the most people and that related to the
purpose of the mid-course assessment. Some staff has specific suggestions or recommendations
to address issues raised. Those ideas are listed at the end of this chapter.
Empowerment, Accountability and Risk Taking: Empowerment, accountability and risk-
taking go hand in hand: you cannot discuss one without the other. There appeared to be general
consensus that not much has changed in these areas since the reorganization. The staff believe
there are some pockets where managers are more open to discussing levels of empowerment but
that this may be due more to span-of-control issues rather than embracing the concepts of
empowerment and risk-taking. Some staff felt they are being pushed into being more empowered
because their manager is just too busy.
Staff expressed a great deal of uncertainty regarding the issue of accountability. If they are
empowered to take risks, are they, alone, accountable for those risks? They are not sure what
tasks, activities, or parameters staff and managers are being held accountable for. They are not
sure what the consequences will be if goals are not met. Many staff felt that the reorganization
emphasized consensus-at-all cost, and that the region now has a no risk-taking environment with
reduced individual accountability. They believe that managers first need to understand their roles
within the new organization and trust their employees before empowerment, accountability,
diversity of opinions, and risk-taking can become a part of the day-to-day work culture.
In general, place-based/Operation Office staff and staff at the Manchester Laboratory reported
feeling that they have adequate flexibility and empowerment to accomplish their environmental
protection goals.
24
-------
Communication and Coordination: Most staff attending the focus groups or participating in
place-based/Operation Office interviews were of the opinion that communication and coordination
within EPA could be improved. Administrative staff reported that they know who each other are
and have good communication links. Other staff, however, believe that the flattening and
widening of the hierarchy has complicated matters. They do not know who does what within the
new organization. This complicates successful cross-program, multi-media project coordination
and teaming. Staff also report not knowing who is doing what in other EPA Regions since there
was no national consistency on reorganization. There needs to be recognition that communicating
and coordinating within the new structure takes more time, hence decision-making takes more
time.
Along those same lines, a number of individuals expressed concern that internal communication
and coordination problems are frustrating the public, states, tribes and other federal agencies.
These "stakeholders" report being unable to make the necessary contacts in a timely manner.
Place-based/Operation Office staff report, however, that their local-level customers have given
them extremely positive feedback regarding their community presence and involvement in local
issues/projects.
There is a strong feeling among the Seattle-based staff that Region 10 is not discussed often
enough in the press and that the public does not know what we do. Poor internal and external
communication flow may give the appearance that EPA is not well coordinated or accountable
and that we are not doing an effective job of protecting the environment. Staff believe that we
could do a better job of advertising what EPA is going to do, doing what we say we will do, and
then publicly proclaiming what we have done. Many staff attending the focus groups were of the
opinion that Unit Managers and Office Directors should be responsible for ensuring that this
communication happens. That being said, a minority of staff felt that the Region is doing a better
job of outreach to our stakeholders than we had done prior to the reorganization. At least one
individual suggested that perhaps the region needs to do a better job of communicating internally
about what we are communicating externally.
There is a general feeling that Seattle managers and staff and place-based/Operation Office
managers and staff need to do a better job of keeping up with each others issues, work, and
initiatives. The place-based/Operation Office staff would like more direct interaction between
regional teams, more support and back-up on projects, and more detailed accounting of actual
work transmitted on a regular basis. Staff are concerned that the technology is still not in place to
effectively communicate between Seattle and remote locations. Conference calling is often very
difficult and several people requested that the region reinstate the video conferencing capabilities.
Procurement of adequate computer technology for place-based/Operation Office staff is perceived
as a high priority need.
Place-based/Operation Office staff reported significant concern about the adequacy of travel
funds. There is strong agreement that it does not make sense to place people in priority
geographic areas and then deny them the ability to travel to meet with stakeholders while there.
25
-------
Getting back to the Seattle office is very important for place-based/Operation Office staff to feel
that they are in touch with and are part of what is happening in the region.
A number of staff expressed concern that because supervisors in Seattle don't know what place-
based staff are doing (and vice-versa), federal, state, tribal and public perceptions of how EPA
does its work may be negatively impacted. Remote staff indicated that better communication is
the solution, combined with more frequent staff and manager visits to place-based locations and
Operation Offices.
Staff from the Manchester Laboratory reported that communication with the Regional Office
could be improved. Like other staff in the Region, they are not sure who to communicate with
since so many people were reassigned to new jobs during the reorganization. Several people
commented that the Regional Office often does not communicate adequately with the lab on
important issues or include them on teams. The staff also recommended that if the region
reorganizes again, the lab should be on the same level as the Operations Offices.
Diversity: A number of staff reported not seeing much change in diversity at the staff level since
the reorganization. There is recognition that senior-level management is more diverse now and
better reflects the society we live in. They believe that diversity of opinion, however, is sorely
lacking at the management level.
Regional Management: Many Seattle-based staff reported that the Executive Team is more
isolated from the pulse of the Region than it had been prior to the reorganization. They speculate
that this is because the Executive Team has spent so much time working in isolation on process
issues (e.g., promotion policy, assignments-not-positions policy) and on team-building exercises.
Many staff do not think that the Executive Team is operating as a team (e.g., there still appears to
be competition for resources between Office Directors), or that they are providing strong
leadership (which some speculate may go hand-in-hand with a consensus-at-all-costs dictum).
Staff reported that Unit Managers do not seem to have a clear sense of their role as "big picture
managers" in the new, flatter organization. With no clear role definitions, many Unit Managers
appear to be trying to cover all of the bases and wearing themselves out. With the increased size
of units, staff report having a hard time gaining access to their managers for coaching and/or
decision-making. Staff question whether Unit Managers are receiving the training and/or
guidance they need.
A number of staff stated the belief that managers at all levels need to have a better understanding
of teaming and teaming issues. Specifically, they need to better understand when the creation of a
team is appropriate and when it is not, and they should better support and recognize how much
time and effort is required to make teaming efforts successful.
26
-------
Although the staff from the Manchester Laboratory reported that the reorganization had not
touched them overtly, it did appear to leave its mark. Where there was one lab director and two
supervisors prior to restructuring, there is now one lab director/supervisor and two team leaders.
The personnel filling these leadership positions remained the same before and after the
reorganization, however, their roles and responsibilities changed. Because of this, staff are
sometimes confused about who they should go to for decision-making. The two team leaders are
not sure either. They feel they have the same responsibilities as before, but less authority. Role
clarification may be needed. Staff suggested that perhaps there needs to-be an assistant lab
director at the laboratory. The proposal was that the director would handle external lab issues,
such as partnering with the states and outreach, and the assistant director would handle internal
lab and personnel issues. The staff recommended that the assistant lab director be a rotating
position.
Regional Structure and Process: Most staff report having liked the 1-2-3 process of facilitating
staff reassignments during the reorganization, although several reported feeling like they were in
the National Football League draft. Most staff thought the same process should be offered every
2-3 years, except more tune should be given to research new assignments. Administrative staff
reported feeling that they should have been allowed to participate in this process at the time of the
reorganization and hope to be able to do so next time.
In general, Seattle-based staff did not report feeling that the reorganization made for "sleeker"
government. They believe that a sleeker government would not have created so many Senior
Non-Supervisory Staff positions at the same pay as displaced managers. They do not believe that
decisions are being made any better or faster than before the reorganization. In fact, many think
that decision-making may be slower due to communication problems, lack of role definitions, and
teaming issues. They are concerned that the Region does not appear to be positioned to track
environmental progress or environmental results. Some feel that core processes are too complex
to measure effectively.
Administrative staff expressed significant concern about their ability to effectively serve larger
units. They reported that they have more staff seeking their assistance, which translates into more
typing, more travel preparation, more time-keeping, more procurement requests, etc. They do
not feel that they have adequate time to do the basics such as proofreading or maintaining filing
systems. They are concerned that lack of attention to the basics could reflect poorly on the
organization. In addition, administrative staff reported that they do not have adequate time to
attend training, regional presentations or to streamline processes. When they are called upon to
cover other office's administrative needs, a "no-coverage" domino effect is created since there is
not enough administrative staff to go around.
Many staff reported skepticism about the value of the Office for Innovation. They believe that the
office is doing a good job of advertising what they do, and that what they do is being done well.
However, many staff felt that it is too costly to have the expertise centralized in one office and
27
-------
that the agency would be better served by having expertise within the programs. Similarly, a
variety of opinions were expressed regarding the centralization of all outreach staff into a single
office. Some staff suggested that the outreach staff should be moved back into individual
programs. Others felt that the function should continue to be centralized.
A number of staff expressed concern that too much manpower has been diverted from "core"
environmental work (i.e., permitting writing, risk assessments, State Implementation Plans, etc.)
towards initiative-type projects such as project XL, community-based programs, etc. The
perceived impact of this shift is a reduction in overall environmental protection.
A number of staff from the Office of Air expressed concern about the organization of their
office's work into geographical teams. Many staff do not believe that the split is working or that
they are able to do their job efficiently or effectively. Many would prefer to restructure back to a
functional group arrangement if they had a choice.
Teaming: Seattle-based staff report that managers at all levels need to have a better
understanding of teaming, when teaming is appropriate and when not, how decisions will get
made, and what level of support, recognition, and time commitment are required to make a team
successful. They believe that this is especially true for self-directed teams who must evaluate one
another and perform other functions that are typically assigned to a supervisor.
A number of staff reported that teams do not work unless the team leader is experienced, and all
of the team members are committed to a common goal and are accountable for the process and
outcome. Getting this commitment has been difficult at times since staff often have competing
priorities and seem to view their participation on teams as additional work beyond their core
duties.
Many staff expressed concern that not enough resources are being expended on providing
adequate training on how-to team effectively. A number of individuals suggested that we need to
bring in outside vendors who have real world experience working on and with teams. Some staff
are confused about the role of internal EPA "coaches", and the role and effectiveness of the
"teaming cadre." Specific concern was expressed that the cadre never met with the region's self-
directed teams to assess their experience and identify lessons learned.
Many people expressed concern regarding the effectiveness of "state teams." Some appear to
be functioning more effectively than others. A number of staff had questions about the purpose
and need for state teams, as well as concern that the process is moving very slowly. Just about
everyone seemed to agree that we should either invest or disinvest in state teams, and that the
region should act quickly, whichever way we go.
The Manchester Laboratory may be able to serve as a model for effective teaming within the
region. Laboratory personnel reported that long-standing and specific project teams are focused
28
-------
and have a common purpose, that no one feels forced to be on a team, that most people know
what their role is, that administrative staff are included on teams in a substantive way, and that
the synergy created by teams has increased productivity and a sense of accountability.
Possible Mid-Course Corrections/Recommendations: The staff had a number of specific
suggestions regarding how to go about improving the way the region does business. Specific staff
recommendations included the following:
• Create and maintain a database of what people do and where they can be found. This
database would need to be advertised and distributed within the Region and to our
stakeholders. This would alleviate some of the current problems with communication and
coordination, and foster creation of cross-program and cross-agency teams.
• Reinstate a comprehensive monthly reports on a formal basis. Create a computer-based
system that is region-wide and allows for quick and easy entry of accomplishments and
completed projects.
• Continue to invest in and improve information technology for place-based personnel and
Operations Office staff.
• Publish a geographic initiative newsletter.
• Advertise more effectively within EPA and to our stakeholders what we are doing.
Identify good in-house speakers and get them outside the agency to educate our
stakeholders on environmental issues. Tie outreach to specific EPA programs so that we
can effectively communicate to the public. Look to local newspapers, radio and television
as opportunities to provide education on a regional scale.
• Increase outreach to schools.
• Give awards/recognition for managers and staff who promote and accomplish the goals of
the reorganization, and who are risk-takers.
• Better define the roles and responsibilities of Unit Managers (Are they more like Branch
Chiefs or more like Section Chiefs? Are they truly supposed to be more big picture
managers?) Consider designating a percentage of time to be spent doing supervisory work
and percentage of time to be spent doing "technical" work so that Unit Managers will be
clear about the expectation. Staff could nominate supervisors for an award or recognition
who they feel are doing a good job handling their new role.
• Make more explicit management decisions regarding investments, disinvestments and
priorities, assign staff and hold them accountable for these priorities. Managers need to be
29
-------
less afraid of conflict (e.g., walling invest in certain projects at the expense of others).
Query managers and ask them what types of help or training they need to effectively do
their jobs. Set up a formal group to match mentors to managers or staff who need
additional training.
Continue to make filling of administrative vacancies a high priority and continue to
promote career development for administrative staff through the creation of upward
mobility positions.
Allocate more resources to place-based/Operation Office travel to meet with stakeholders
and to travel to Seattle.
Allocate more resources to hiring outside EPA teaming consultants who have practical
experience in teaming and teaming issues.
Include teaming as a component of performance agreements. Have managers explicitly
identify what teams staff should be on. These steps would make staff more accountable,
and would recognize the significant amount of work required to participate in teaming
efforts.
Provide awards for teaming.
Include administrative staff, in a substantive way, on teams where applicable.
Include place-based staff and Operation Office personnel more often on regional teams
where applicable.
Offer the 1-2-3 staff assignment process again, only allow more time to research
assignments. Consider allowing administrative staff to participate in the process.
Provide good mapping support of geographic priority areas. Develop a better
understanding of GIS capabilities (i.e., how we ask for it, what we can get).
Reconsider the geographical split in the Office of Air.
Consider creating a position of Assistant Director at the Manchester Laboratory.
Reduce supervisor to staff ratios for exceptionally large units.
Consider placing the Manchester Laboratory on the same level as the Operation Offices.
30
-------
SUMMARY OF SENIOR NON-SUPERVISORY STAFF INTERVIEWS
The following information is condensed from notes taken during Senior Non-Supervisory Staff
interviews. Because of time constraints only nine Senior Non-Supervisory Staff were
interviewed, some who had been supervisors previously and others who had not. In general,
Senior Non-Supervisory Staff expressed the most concern about the role of the Unit Manager, the
functioning of the Executive Team, and the need for increased regional accountability. Senior
Non-Supervisory Staff made several specific suggestions for improving how the region does
business. Those suggestions are included at the end of this chapter.
Senior Non-Supervisory Staff Job Satisfaction: The Senior Non-Supervisory Staff reported
that they looked forward to and were challenged by the opportunity to work in new areas, and
that they believe they are doing good work in areas that would not otherwise be addressed. They
are concerned, however, that it will not be easy for individual Senior Non-Supervisory Staff to
move into new or different program areas in the future as priorities change due to a perceived
reluctance in some offices to accept high graded staff.
Senior Non-Supervisory Staff Accountability: Most Senior Non-Supervisory Staff felt that
their functions need to be evaluated on a regular basis to assure that the work they are performing
is vital to the region and reflects regional priorities. Many Senior Non-Supervisory Staff reported
that as the process for rotating supervisors matures, the process for defining the Senior Non-
Supervisory Staff positions will also need to be clarified. At the time of the reorganization, when
many of the Senior Non-Supervisory Staff positions were created, there was a concept of how the
positions could serve the region but the details had not been worked out. In many cases it took a
long while for individual Senior Non-Supervisory Staff to define their role and/or to identify their
niche. In general it was clear that the Senior Non-Supervisory Staff want their positions to be
challenging and to meet the needs and priorities of the region.
Observations Regarding Unit Managers: For the most part Senior Non-Supervisory Staff felt
that the workload of the Unit Managers is too great. They reported that the size of the units are
too large and that the expectations of the Office Directors and the staff are unrealistic. It was
observed that the Unit Managers are performing many Branch Chief functions, as well as Section
Chief functions, and are expected to undertake planning, budgeting, performance reviews, and
coaching, and to be familiar with the details of the issues within their programs. When asked if
they would consider moving to a supervisory position in the future, most Senior Non-Supervisory
Staff gave a hesitant yes. Several said that the current Unit Manager position is not nearly as
desirable as the Section or Branch Chief positions had been in the past.
31
-------
Observations Regarding the Executive Team: Several Senior Non-Supervisory Staff reported
that the Executive Team is isolated from the rest of the region. Several also expressed the view
that the Executive Team appears to have a difficult time making timely decisions, possibly due to
having too many people trying to reach consensus on each issue.
Communication and Coordination: Most of the Senior Non-Supervisory Staff felt that little
progress, if any, had been made towards better integration of Operation Office and place-based
staff into regional operations. It was felt that communications with remote personnel is generally
inadequate and needs to be improved.
Environmental Protection: There was general agreement among the Senior Non-Supervisory
Staff interviewed that the region is not doing a better job of protecting the environment. The
concept of enlisting the states and other federal agencies in partnership to address tough
environmental problems was felt to be a good one, however, there was concern about how to
assure that external governmental partners follow through (i.e., accountability). Some Senior
Non-Supervisory Staff observed that strategic planning is not occurring as well has it had in
previous years. Most Senior Non-Supervisory Staff acknowledged that it is too early in the
organizational change process to reasonably expect significant environmental progress associated
with the reorganization.
Diversity: The Senior Non-Supervisory Staff agreed that the region is looking for diversity in its
workforce composition. Several expressed concern, however, that the region is not looking for
diversity in workforce opinion. It was suggested that the emphasis on teaming and consensus
building was discouraging dissent and individuality. Several Senior Non-Supervisory Staff
reported that the drive for consensus could result in conformity of opinion, when diversity of
perspective is what is really needed for the region to make the best decisions for personnel and the
environment.
Innovation: A range of views were expressed regarding the state of innovation in the region.
Some Senior Non-Supervisory Staff felt that innovation was occurring, as evidenced by the
willingness of the region to create the Senior Non-Supervisory Staff positions and more place-
based positions, and the establishment of some offices that did not conform to the conventional
media-driven organizational structure. Other Senior Non-Supervisory Staff felt that the region is
still operating in the same "old ruts" and that "real innovation" is not happening.
Possible Mid-Course Corrections/Recommendations: The Senior Non-Supervisory Staff had
several suggestions regarding how to go about improving the way the region does business.
Specific Senior Non-Supervisory Staff recommendations included the following:
32
-------
Careful definition of any new Senior Non-Supervisory Staff positions and periodic
reassessment of all Senior Non-Supervisory Staff positions and functions to assure that
they are being utilized effectively and are focused on the high priority needs of the region.
Better definition of the role of the Unit Managers so that the division of labor between the
Office Directors and the Unit Managers is clearer.
Restructuring of the Executive Team (modifications to size and/or process) to facilitate
more effective decision-making. One specific suggestion was to have the smaller offices
(i.e., Enforcement, Tribal, External Affairs) act in an advisory role rather than being full
Executive Team Members.
Continued movement of staff, including Senior Non-Supervisory Staff, between offices
but with special consideration of the impact that loss of technical expertise may have on
program effectiveness
33
-------
SUMMARY OF UNIT MANAGER INTERVIEWS
The following information is condensed from notes taken during Unit Manager interviews
conducted in November and December 1997. In reviewing the responses to the Unit Manager
interview questions, several themes became apparent. In general, Unit Managers expressed the
most concern about role definition, the negative impact of greater Unit Manager responsibility on
staff, interaction with the Executive Team, and communications with place-based/Operation
Office personnel. For some of the issues, specific suggestions were made for improving a
particular situation. Those suggestions are listed at the end of this chapter. More detailed notes
from the Unit Manager interviews are included in an appendix to this report.
Although the Unit Managers voiced a number of specific concerns, there was a general tenor of
optimism within the group. No one seemed to think that the problems faced are insurmountable.
Most Unit Managers seem to want the reorganization to succeed and they are looking for and
finding bits and pieces of progress. One Unit Manager noted that "workers make the difference,
not the organization", and that the region has good staff. This statement seemed to imply that we
will be successful no matter what the organizational structure. Although there was criticism
expressed regarding too much communication, there was acknowledgment that internal
communication was improving overall. The Unit Managers have a strong sense that regional staff
and management are becoming more flexible in terms of working across program lines and in
team situations. They believe that people are more receptive to new ideas and new ways of doing
things, a major step forward toward accomplishing the goals of the reorganization.
Unit Manager Job Satisfaction: For the most part, the Unit Managers feel that the region is
more streamlined now than before the reorganization. They like their work and wish to remain
supervisors. It was very clear during the interviews, however, that many Unit Managers are
feeling overwhelmed by the work before them. There is too much work to be done, not enough
hours in the day to do it, and tremendous uncertainty as to where they should place their time and
attention. Many Unit Managers feel that they are expected to be all things to all people, but don't
feel like they are satisfying any client adequately.
The workload of the Unit Manager is very heavy and in some cases overwhelming. It appears
that they are doing the job of the former Section Chief, as well as having many of the additional
duties and responsibilities of a Branch Chief. The workload is exacerbated by their large span of
control. Some of the units are of moderate size having 10-12 people. Many range from 15-20
people, while others range to 25 or more. A number of Unit Managers indicated that they believe
the staff are bearing the burden of the Unit Manager workload/span of control problem; getting
short-changed in terms of coaching, mentoring, performance reviews, and general opportunities to
meet with their supervisors. Although in theory the Unit Managers were supposed to become
less involve in technical issues following the reorganization, the Unit Managers report that staff
and Office Directors still seek detailed technical direction or information from them. There is
34
-------
simply not enough time for the Unit Manager to be fully knowledgeable about program work and
carry out their supervisory responsibilities as well. The Unit Managers do not believe that the
current situation is healthy for either the staffer the Unit Manager. Some Unit Managers are
concerned about burnout. Most Unit Managers appear willing to do whatever is necessary to get
the job done, but they cannot do it indefinitely. There is a need for some form of relief.
A number of Unit Managers had the expectation that because the Branch Chief level position
would no longer exist, they would have expanded opportunities for professional growth (e.g.,
more direct interaction with state and headquarters program counterparts, participation on
national policy development workgroups, ability to attend national meetings). These growth
opportunities have not materialized in many cases. Some Office Directors have Deputy or
Associate Office Directors who have taken on many of the former Branch Chief functions. One
Unit Manager referred to the deputies as "phantom" branch chiefs. Although many Unit
Managers would welcome the opportunity to take on additional responsibilities for program
development and planning, most are concerned that they do not currently have the time to do so.
Observations Regarding the Executive Team: Many Unit Managers expressed concerns about
the Executive Team. The most frequently mentioned issues related to the size of the Executive
Team, its inability to make timely decisions, and its need to communicate more frequently and
directly with the Unit Managers and with the staff.
A number of Unit Managers observed that over the course of the past year, the Executive Team
was involved in frequent meetings that lasted for long periods of time. They have the general
impression that one of the causes for the long meetings is the size of the Executive Team
membership. With so many people participating and the current push to attain consensus, the
result appears to be drawn out meetings with few timely decisions being made.
The Unit Managers expressed concern about the lack of communication from the Executive Team
to the rest of the region. Currently, communication from the Executive Team appears to be
limited to the occasional LAN messages (e.g., meeting minutes) and infrequent office meetings.
There does not appear to be adequate effort devoted to keeping the staffer Unit Managers
informed, on a substantive level, about what is going on and what the issues are. Some Unit
Managers perceive that senior managers expend more effort in communication with external
customers than with internal staff.
Many Unit Managers do not feel that they are a part of a management team. They believe that
they have something to contribute to the region outside their day-to-day work and they would like
an opportunity to work more closely with the Executive Team in developing policy for the region.
In addition, they feel that working with the Executive Team on regional problems or issues would
provide them a better understanding of the issues and make them better able to foster support
within the region for important decisions.
35
-------
Communication and Coordination: The Unit Managers had mixed opinions regarding how
effective communication is within the region. There was general agreement among the Unit
Managers that communications had improved since the reorganization. It appears that more
effort is being made to share information and include other office's views during decision-making.
This can provide better, more holistic solutions to problems. But, it can also cause the decision-
making process to take longer. There needs to be careful consideration given to who is included
in the information flow and who is included in the decision process. Many Unit Managers noted
that there is too much information being floated around and that screening the information to
determine which is relevant can be incredibly time consuming.
A number of Unit Managers expressed concern about communication with staff in the Operations
Offices and other place-based locations. Some feel that while general communications related to
regional activities has improved, communication between supervisors and staff in remote locations
has not improved since the reorganization, and may in fact be worse. They recognized that they
have a greater responsibility now for keeping place-based/Operations Office staff informed about
what is happening since most staff report directly to supervisors in Seattle. Unit Managers
acknowledged that additional efforts need to be undertaken to include place-based/Operation
Office staff in unit meetings and other meetings or conferences related to their work and the work
of the region.
Communication and coordination with states and other stakeholders was not a topic that was
brought up frequently during the Unit Managers interviews. This is interesting, if for no other
reason than the amount of emphasis placed this past year on partnering, outreach, and
coordination of activities with external stakeholders. It is not clear whether this was an
oversight on the part of Unit Managers, whether external communication is not perceived as
being an important part of their work, or whether the Unit Managers simply do not have time to
do much of it.
Environmental Protection: A number of Unit Managers expressed the view that the past year
was not a banner year for environmental protection in Region 10. Some Unit Managers felt that
their individual programs have done fairly well. Most felt, however, that little progress had been
made or that environmental protection had decreased from previous years. There were a number
of reasons cited for the lack of progress, including the furlough, budget constraints,
reorganization, decreased enforcement, and fewer staff working on direct environmental
protection as a result of diversion of manpower to new offices and/or initiatives. The Unit
Managers are optimistic, however, that the situation will improve. Clearer definition of the role of
the new offices, movement towards a geographic approach, and better definition of state and
EPA roles all contribute toward a positive out look for enhanced environmental protection.
36
-------
Possible Mid-Course Corrections/Recommendations: The Unit Managers had a number of
suggestions regarding how to go about improving the way the region does business. Specific Unit
Manager recommendations included the following:
• Restructuring of the Executive Team (modifications to size and/or process) to facilitate
more effective decision-making. Specific suggestions included combining some of the
smaller offices into a single office to be represented by a single Executive Team member,
and delegating decisions to smaller workgroups within the Executive Team.
• Greater leadership by the Executive Team in addressing important environmental issues
and in developing an environmental vision for the region (i.e., establishing a clear, unified
set of expectations regarding environmental goals, priorities, and outcomes).
• More direct and more frequent communication between the Executive Team and the rest
of the region. One suggestion was for the Executive Team to hold monthly meetings or
forums where staff can come for question-and-answer sessions, as well as general
information. In this same vein there was a suggestion that the RA and DRA share their
observations with the region regarding progress to date toward attaining the goals of the
reorganization.
• Review the functions of the Senior Non-Supervisory Staff and the new offices to ensure
that they are supporting the priorities of the region.
• Better definition of the roles and responsibilities of Office Directors and Unit Managers.
• Reestablishment of a regional management team with more collaborative Unit
Manager/Executive Team decision-making and regular management team meetings.
• Periodic meetings among Unit Managers to discuss common problems and solutions.
• Training for staff and manager to assist them in making the necessary cultural/behavioral
changes that the new organization requires.
• Additional effort to include place-based/Operations Office staff in unit meetings and other
meetings or conferences related to the work which is relevant to their office and the
region.
• Careful review of the impact of the next rotation of staff and managers on programs and
individuals.
• Reduced supervisory to staff ratios for exceptionally large units or units with a significant
number of place-based personnel.
37
-------
SUMMARY OF EXECUTIVE TEAM INTERVIEWS
The following information is condensed from notes taken during Executive Team interviews
conducted between November 1996 and January 1997. In reviewing the notes, several themes
became evident. The issues which were brought up most often during Executive Team interviews
were Executive Team size, Executive Team leadership, Executive Team decision making, size of
units, workload of the Unit Managers, accountability, and communication. For some of the
themes, specific suggestions were made for improving a particular situation. Those suggestions
are listed at the end of this chapter. More detailed notes taken from the interviews are included in
an appendix to this report.
Although there were a number of areas identified where improvements could be made, there was
a general feeling among the Executive Team that the reorganization was a success and that as a
region we are about where we should be. They believe that the new offices have identified their
roles and are beginning to move forward in implementing critical work. They perceive that
communications and flexibility of staffhave generally improved and, because of the movement of
people during the reorganization, there is a better understanding between programs. Although
there was some disagreement, most of the Office Directors reported feeling that the Executive
Team was less turf-oriented than they had been in the past. This was attributed to the
reorganization and the efforts of the RA and DRA. The observation was made that the morale of
the staff appeared to be better than it had been in the recent past.
Executive Team Size and Process: A number of Executive Team members expressed concern
that the size of the Executive Team was negatively impacting the ability of the group to make
timely decisions. It was observed that there are approximately 17 Executive Team members and
that at any given meeting there can be several alternates sitting in for Executive Team members
"who could not be present. The large size of the Executive Team, combined with the fact that
alternates are often not familiar with the issues, appears to result in meetings that are longer, more
frequent and less productive or instructive than they should be. Several Executive Team
members indicated that the long and arduous nature of the meetings was negatively impacting
their interest and enthusiasm in the work that the Executive Team has to do together.
Another factor which appears to negatively impact Executive Team function has been an
emphasis on consensus building. Based on interview comments it appears that the Executive
Team as a group, and managers in general, are reluctant to make decisions without having input
from everyone and in some cases without having agreement from everyone. The apparent result
has been a slow-down in the decision-making process at some levels. One Executive Team
member observed, however, that even though decisions were sometimes delayed, the quality of
decisions was better due to the variety of perspectives and thorough discussion.
38
-------
Environmental Leadership: According to a number of the Executive Team members, the
region has not done as well this year in protecting the environment as we have in the past. This
past year has been one of significant disruption associated with the reorganization (movement of
technical staff between programs, new supervisors and new Executive Team members), the
furlough, and budget issues. According to several Office Directors, the Executive Team spent
much of the year focused internally on team building and administrative types of issues (e.g.,
promotions policy), with comparatively little substantive effort devoted to establishing an
environmental agenda for the region or laying a framework for addressing important
environmental issues.
Although few are satisfied with the environmental progress made since reorganization, most
Executive Team members believe that the region is organized and positioned now to move
forward and take more of a lead role in environmental protection. Regional work in the area of
performance partnership agreements with the states, and the regions increased emphasis on tribal
issues were cited as areas of great potential.
Accountability: A third area of concern noted by Executive Team members was that of
accountability. A number of Office Directors expressed the sentiment that the agency, in general,
and the region, in particular, have become less accountable over time. Possible reasons cited by
Executive Team Members for this regional trend included: the lack of a functioning tracking
system at the national level, the absence of a single office in the region tasked to keep track of
regional accomplishments, less management control and direction of staff work associated with
the increased emphasis on individual empowerment, and lack of emphasis placed by Office
Directors and Unit Managers on implementation of the region's core processes. There is a
strong sentiment within the Executive Team that the region needs to get back to the priorities that
it set for itself and to follow up on them.
Another area of accountability where Executive Team members (and they believe Unit Managers
also) need to improve is that of providing honest, timely feedback to staff. This includes
feedback not only when things are going well but also when things are not going well. Several
Executive Team members indicated that they perceive the region to be conflict averse and, as a
result, regional staff and managers may not deal with people either inside or outside the office as
openly and honestly as they could.
Units and Unit Managers: A number of Executive Team members expressed concern about the
role of the Unit Manager in the new organization. One concern had to do with the size of units
and the workload of Unit Managers. A number of Office Directors perceive that the job of the
Unit Manager is much different and much more difficult than the Section Chief job had been in the
past. They are concerned that the increased number of staff per unit and the additional
39
-------
responsibilities associated with the Unit Manager position have resulted in decreased opportunity
for staff to meet with their supervisor. There is a perception that some units are too large and
that effective management is almost impossible.
Several Office Directors expressed concern that the role of Unit Managers relative to Office
Directors in the new organization has not been adequately defined. Office Directors and Unit
Managers both appear to have taken on some of the responsibilities of the former Branch Chiefs,
but in many cases the division of labor may not be clear to Office Directors, Unit Managers, or to
staff. In general, the Office Directors do not believe that the Unit Managers are as
knowledgeable about state, program, or headquarters issues as the Branch Chiefs had been, or
that they do as effective a job of focusing decisions and activities. They believe this may be due to
the time that Unit Managers have to spend on the number of personnel they have to supervise.
The Office Directors did not state the desire to reconsider the decision to do away with the
Branch Chief position. Rather, the observation indicated that the Branch Chiefs had served a
valuable function, one that is taking time to replace.
Another issue regarding Unit Managers that the Executive Team members felt strongly about had
to do with the integration of Unit Managers and the Office Directors into a cohesive
"management team." Since the reorganization, a management team, as such, has been non-
existent. The Executive Team members believe that there is significant skill and experience
among Unit Managers that could be used in a collegial sense to advance the goals and objectives
of the region. A number of Executive Team members suggested that effort be made to reestablish
and implement the management team concept.
Communication and Coordination: Mixed reactions were expressed regarding how well the
region is doing in the areas of communication and coordination. Many Office Directors indicated
that they believe that the "flattening of the organization" has contributed to improved
communications; that access of staff to the Office Director and RA/DRA level has improved.
There was also the recognition that staff have less contact with their immediate supervisor
because of larger supervisor to staff ratios and increased Unit Manager responsibilities.
Most Office Directors perceived that cross-office communications have improved since the
reorganization. They also indicated, however, that while trying to be inclusive, people are in
many cases being too inclusive. That is, people are trying to include everyone in meetings and in
decisions who may have only a remote interest in an issue. The result is too many LAN messages
to too many people and too many people invited to too many meetings. This leads to a waste of
time and a lengthened decision-making process. Staff and managers need to include the right
people but also need to be selective in their communication activities.
A number of Executive Team members expressed concern that the reorganization has created
40
-------
confusion in the state offices and with the public regarding who to go to for answers to problems
and how to obtain information from the agency.
Place-Based Issues: The Operation Office Directors expressed a number of concerns directly
related to their unique circumstance of physical separation from the regional office. They believe
that communications between Seattle and the place-based/Operation Office staff needs to be
improved significantly. In particular, concern was expressed that place-based/Operation Office
staff are often not included or made aware of unit meetings or other discussions which directly
relate to their work. It was reported that staff in the Operation Offices often feel that they are
not a part of any group; that they are on their own in dealing with problems or issues. The
Operation Office Directors held the view that while communication between place-
based/Operation Office staff and Seattle is a shared responsibility, more responsibility should be
placed on the Seattle office since that is where the supervision is located. The Office Directors
indicated that they feel a strong support for place-based activities, in general, but that a thorough,
up-front planning effort should be undertaken to ensure that there is sufficient need and workload
to support the expense and effort associated with permanently locating personnel in field offices.
Possible Mid-course Corrections/Recommendations: The Executive Team was in universal
agreement that any changes which could be made at this time should be evolutionary, rather than
revolutionary. Specific suggestions for change made by Executive Team members during the
interviews included the following:
• Streamlining of the Executive Team size and decision-making process. One suggestion
was to allow one Office Director to represent all of the smaller offices at the Executive
Team meetings. This position could be rotated periodically between offices so that each
Office Director from a smaller offices would have an opportunity to participate in the
Executive Team activities. A second suggestion was to assign many of the decisions now
made by the Executive Team as a whole to smaller work groups. This could allow the
specific Office Directors working on a particular issue to do the bulk of their work as a
subgroup outside of the regular Executive Team meetings, thus shortening the meetings
and allowing for faster decision-making.
• Reconsideration of the staff to supervisor ratio for exceptionally large units or those with a
significant number of place-based personnel.
• Periodic assessment of new offices and Senior Non-Supervisory positions to ensure that
their work reflects the evolving priorities of the region.
41
-------
More and better training for staff and managers, especially as related to empowerment and
supervision.
Designation of a single office or group to be responsible for tracking regional activities
and progress.
Continued high priority attention to backfilling administrative vacancies.
42
-------
SUMMARY OF MAIN CONCLUSIONS
A broad range of conclusions can be drawn from the information collected by OGAT. Some
conclusions stem from concerns about cultural and programmatic impacts associated with agency
restructuring. Others are not directly related to the reorganization, but instead stem from
concerns about regional operations, goals or priorities. For some topics, significant variation in
opinion existed between personnel in different offices and/or personnel in different job categories.
The most significant conclusions (those expressed with the greatest frequency by the most people)
are summarized below.
The restructuring decisions that appear to have had the greatest impact were the decisions to
eliminate the Branch Chief positions and expand unit site. The primary outcome of these
decisions was a significant increase in responsibilities of Unit Managers. Yet while their duties
changed, it appears that little progress has been made to clarify expectations regarding the role of
Unit Managers in the new organization. Staff, Unit Managers, and Office Directors share
concerns about the ability of Unit Managers to effectively respond to the many demands on them.
Coming to common understanding regarding the role of the Unit Manager, and then aligning
behaviors accordingly will be critical if the region is to function effectively.
Regional personnel at all levels expressed concern about the Executive Team. Some people
believe that the Executive Team is too large to function effectively. Others believe that the team
subscribes to a consensus at all cost dictum which discourages expression of diverse views and/or
makes it difficult to make decisions in a timely manner. Still others report not knowing what the
Executive Team does or what they value. Many believe that the Executive Team is isolated from
the rest of the region, that increased communication between the Executive Team and the rest of
the region is needed, and that Unit Managers and staff should be asked to work collaboratively
with the Executive Team more often in the development of priorities and policies for the region.
There are widely held perceptions in Region 10 that the region's environmental goals are not
clear, that we are going in too many directions at once (e.g., sectors, partnering efforts,
geographic initiatives, etc.), and that investment in new areas (e.g., Senior Non-Supervisory Staff,
Office for Innovation) may be coming at the cost of front line environmental protection (e.g.,
issuing permits, tracking compliance, enforcing violations).
Individuals at all levels of the organization report that Region 10 is not making adequate progress
towards protecting the environment and that because of it EPA is not viewed from the outside as
43
-------
a strong environmental leader. Morale is suffering. People are clamoring for increased clarity
regarding environmental goals and priorities and a clearer sense of how resources will be invested
and disinvested to achieve those goals. They want more tracking of accomplishments and
accountability for environmental progress, and they want more traditional enforcement and
compliance; tough, timely response to violations of environmental laws and regulations. Staff
and Unit Managers are looking to the Executive Team to provide greater direction and leadership
in addressing environmental problems.
In the past year, the Region appears to have gained valuable experience in teaming and in
understanding how to work effectively across organizational boundaries. However, many people
reported feeling confused about who they should be coordinating with. Some feel accountable to
everyone, others feel accountable to no one. Many believe that their colleagues, while trying to
be inclusive, are at times being too inclusive. Significant concern continues to exist regarding
communication and coordination between Seattle-based personnel and personnel in Operation
Offices and place-based locations.
Although the region still has a long way to go in achieving a number of the goals set for the
reorganization, progress is being made on many fronts. It is perceived that the Region's
workforce is more diverse than it was in the past. More people report feeling listened to and
supported by management. More people report familiarity with the Region's mission, vision and
values. More people claim to have the training and resources they need to do their jobs. Most
people feel that they are adequately empowered. It appears that the majority of Region 10
personnel are surfacing from the chaos of 1996 with guarded optimism that we are somewhat
better positioned now than before the reorganization to provide improved environmental
protection in the future. But they may not be optimistic for long unless tangible evidence of
environmental progress can be demonstrated soon.
44
-------
OCAT RECOMMENDATIONS
Based on consideration of all of the opinions submitted during the organizational change mid-
course assessment, OCAT has developed a suite of recommendations. Some of the
recommendations are directly related to the organizational structure and/or ongoing
implementation of the organizational change process. Other recommendations may not be related
to organizational change but are included because they address issues that a significant number of
people in the Region felt strongly about. OCAT recommends that the region do the following:
Clarify Region 10 goals and priorities by:
• Developing an environmental strategic plan for the region which identifies specific goals
for environmental protection, integrates the work of different offices, and establishes
priorities for resource investment and disinvestment. The relevance of this plan to the
day-to-day work of staff must be clearly communicated.
• Articulating the region's enforcement goals and level of commitment to achieving them.
Reinforce Region 10 values by:
Identifying "risk-taking", "teaming" and "leadership" as specific categories for award
recognition (e.g., annual regional awards) and factors of emphasis in providing special
act, on-the-spot or tune off awards.
Providing greater acknowledgment of awards of all types. Being willing to publicly
recognize the good work of one individual or group even if those who are not recognized
may feel disappointed.
Placing greater emphasis on the extent to which employees embody the regional leadership
philosophy and/or exemplify commitment to the region's mission, vision, and values when
providing performance feedback and discussing individual promotion potential.
Embracing diversity of opinion within the region by encouraging the constructive
expression of different points of view and acknowledging its value in the decision-making
process.
45
-------
Foster effective Region 10 management by:
Developing basic leadership and supervisory training requirements for Unit Managers
which must be completed during their first year of supervision. Developing continuing
education requirements for Unit Manager to be completed on an annual basis thereafter.
• Reassessing Executive Team, size, structure and process with a goal of promoting faster,
more efficient decision-making.
• Utilizing Unit Managers and staff to a greater extent in the collaborative development of
regional policy (e.g., Executive Team tasks unit manager/staff workgroups to assess
options and make recommendations).
Establishing more opportunities for face-to-face discussion between Executive Team
members and other regional personnel (e.g., monthly lunchtime Executive Team Forum).
Holding regular supervisory management team meetings with Unit Managers and
Executive Team members.
Having specific discussions between individual Unit Managers and their staff to clarify the
role of the Unit Manager (i.e., technical expert vs. generalist coach). One option would
be for each unit to assess the nature of their Unit Manager/staff interaction, identifying:
(1) specifically when and why staff seek Unit Manager involvement or the Unit Manager
feels compelled to become involved in staff work, (2) what specific needs that involvement
serves (e.g., technical direction, consistency checking, peer review, brainstorming, etc.),
and (3) what options, other than direct Unit Manager involvement, exist for meeting
staffTUnit manager needs.
Having specific discussions between individual Unit Managers and their Office Director to
clarify expectations regarding the role of Unit Managers in their office (e.g., technical
expert vs. generalist coach).
Having specific discussions between individual managers and their staff regarding the role
that the manager will play in programmatic decisions. The "empowerment scale" could be
used as a tool for assessing staff empowerment readiness and in facilitating individual staff
to Unit Manager dialogue on this issue.
46
-------
Foster improved internal and external communication and coordination by:
Making additional resources available for use in getting EPA personnel into the field (to
meet with stakeholders), and place-based/Operation Office personnel to Seattle.
Making additional resources available for use in improving infrastructure to enhance
communication between place-based/Operation Office personnel and the regional office
(e.g., teleconferencing, video conferencing, computer upgrades, etc.).
Developing a directory which identifies who is working on or knowledgeable about
specific environmental programs or issues within the region.
Placing a greater emphasis on communicating with the public on topics that are directly
related to environmental quality (e.g., water quality, wetlands protection, etc.) and less
emphasis on communicating accomplishments that appear primarily administrative in
nature.
Promote Region 10 effectiveness by:
Reducing the Unit Manager to staff ratio for exceptionally large units, units with a
significant numbers of place-based/Operation Office personnel reporting to Seattle, and
units with significant external coordination and facilities management responsibilities (i.e.,
Manchester Laboratory).
Conducting a periodic assessment of Senior Non-Supervisory Staff positions to ensure
that the individuals in the positions are assigned difficult and complex projects
commensurate with their grade level, and that work effort is being directed to the high
priority needs of the region. Communicate where the effort is being spent and it's
contribution to the region.
Designating a specific office or specific individuals responsible for tracking
accomplishments within the region.
47
-------
Making resources available for use in hiring external consultants with real-world
experience with teaming and teaming issues.
Continuing to make filling of administrative staff vacancies a high priority within the
region.
Continuing to provide career advancement for administrative staff through upward
mobility positions.
Including administrative staff more often on special project teams (for the perspective they
bring, not their administrative skills).
• Continuing to support self-initiated, lateral movement of staff to new positions within the
organization.
Assess organizational effectiveness by:
Conducting periodic assessment of the overall organizational structure to gauge its effectiveness
in meeting cultural, programmatic, and environmental goals. During the next assessment, it is
recommended that special attention be paid to assessing the following:
the contribution of Senior Non-Supervisory staff positions towards meeting regional
goals
- the contribution of the Office for Innovation towards meeting regional goals
- the effectiveness of a centralized outreach program in meeting regional and programmatic
goals
- the effectiveness of "state teams" in meeting programmatic goals
the effectiveness of the assignments not positions policy in promoting better, more
effective environmental leadership
48
-------
-------
ORGANIZATIONAL CHANGE ASSESSMENT TEAM
Catherine Krueger, Team Leader Environmental Cleanup Office
Tamara Langton Office of Air Quality
Jim Everts Environmental Cleanup Office
John Bregar Office of Ecosystems and Communities
Mary Matthews Office of External Affairs
Don Matheny Environmental Assessment Office
Christy Lee Washington Operation Office
Sylvia Kawabata Office of Water
-------
B
-------
REGION 10 REORGANIZATION SURVEY
The regional reorganization of 1995 was to achieve four key goals:
- to make it easier for the public to understand and be involved in what we do,
- to reduce layers of management to promote faster decisions,
- to build in more flexibility to resolve conflicts between mandated programs
and the community's needs,
- to better reflect the diversity of the community we serve.
The purpose of this survey is to receive feedback on how we as individuals and
the region are achieving the stated goals. Your feedback is important to the Region
to enable Chuck Clarke to make decisions on how to make a better organization.
Circle the one response that answers the question or represents your most
accurate view or opinion. We are also interested in your opinions as to why you
answered a question in a certain way. At the end of the survey is the "COMMENTS"
section for you to share any comments you have about the reorganization or to
explain a response in more detail. All answers/comments will remain anonymous.
THANK YOU in advance for completing this survey.
REMINDER: Completed surveys must be sent to Sylvia Kawabata
(OW-133) by Thursday. November 7th.
-------
1. What program do you work for? Choose one.
a. RA's Office, Tribal, Enforcement and Compliance, External Affairs, Ops
Office Directors, and the administrative, budget and planning staff in
the Ops Offices.
b. Office of Regional Counsel
c. Office of Air Quality
d. Ecosystems and Communities
e. Environmental Assessment
f. Environmental Cleanup
g. Office for Innovation
h. Management Programs
i. Waste and Chemicals Management
j. Office of Water
2. Where do you work?
a. Operations Office
b. Placed-Based (Coeur d'Alene, Yakima, LaGrande, etc.)
c. Manchester Lab
d. Hanford
e. Seattle
3. What is your position at Region 10? (Choose one)
a. Administrative Position (e.g., Environmental Protection Assistant,
Office Manager, Clerk)
b. Senior Environmental Employee
c. Other Staff (including EPS, engineers, program analysts, Assistant
Directors, senior advisors, etc.)
d. Unit Manager, Director, DRA, RA, (not team leader)
4. I can describe Region 10's Values, Vision, and Mission Statements.
a. Yes
b. No
5. I can describe Region 10's "Strategic Directions."
a. Yes
b. No
6. I can describe Region 10's Leadership Philosophy.
a. Yes
b. No
Choose the one response that best describes your view of each statement. If your
experience does not provide enough information for you to respond, select "Can't
Answer." NOTE: At the end of the survey is a "COMMENTS" field where you can submit
comments or provide an explanation of your responses. It is especially important t<
hear your opinions if you responded with a "strongly disagree" or "disagree."
7. Region 10 Senior Executives and Unit Managers "walk the talk" as related to
the Region's stated values, vision, and mission.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
-------
8. I know who my stakeholders/customers are.
a. STRONGLY AGREE
b. AGREE
C. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
9. I know what stakeholders/customers want from Region 10, in general.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
10. In Region 10 we work as an integrated team to best serve our
stakeholders/customers.
a. STRONGLY AGREE
b. AGREE
C. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
11. I get the training and resources needed to carry out my work most effectively.
a. STRONGLY AGREE
b. AGREE
C. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
12. Region 10's management serves as role models and lead by example.
a. STRONGLY AGREE
b. AGREE
C. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
13. There is an organizational climate within Region 10 that encourages risk
taking.
a. STRONGLY AGREE
b. AGREE
C. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
14. Region 10 tries to develop and value a culturally diverse workforce.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
6-3
-------
15. Region 10's management listens to its employees' needs and interests.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
16. Employees in my office ask for and listen to stakeholders/customers
feedback/suggestions.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
17. Employees in my office take action based on stakeholder/customer
feedback/suggestions.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
18. During the past year, Region 10 employees I know have often made promises to
their stakeholder/customers that were not fulfilled.
a. STRONGLY AGREE
b. AGREE
C. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
19. Employees are actively pursuing partnership opportunities to provide
successful program delivery to their stakeholders/customers.
a. STRONGLY AGREE
b. AGREE
C. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
20. We communicate about and celebrate each other's successes in my office.
a. STRONGLY AGREE
b. AGREE
C. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
21. I give others feedback that helps improve overall performance in my
office/region.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
-------
22. I receive feedback from my peers that helps improve overall performance in my
office/region.
a. STRONGLY AGREE
b. AGREE
C. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
23. My office has high work quality.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
24. During the past year, Region 10 managers have often made promises to Region 10
employees that weren't kept.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
25. I receive feedback from my supervisor that helps improve overall performance
in our office.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
' e. STRONGLY DISAGREE
f. CAN'T ANSWER
26. My supervisor serves primarily as a consultant to staff with a high component
of helping with the work rather than a technical expert with a high component
of doing the work.
a. STRONGLY AGREE
b. AGREE
C. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
27. My supervisor devotes adequate time and attention to coaching staff.
a. STRONGLY AGREE
b. AGREE
C. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
. f. CAN'T ANSWER
28. in my view, Region 10 employees continue to expand their environmental
knowledge.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
fl-S"
-------
29. The "solution of first choice" for Region 10 and its partners is pollution
prevention.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
30. Region 10 is clear about the mix of enforcement activities that results in
best compliance.
a. STRONGLY AGREE
b. AGREE
C. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
31. Region 10 is seen as a leader of integrated environmental problem solving in
the Pacific Northwest.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
32. Region 10's management is committed to continue to make organizational changes
to effectively deliver environmental services.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
33. As a result of the reorganization, my unit has chosen to disinvest in certain
parts of our program and/or services to enable more effective delivery of
environmental services.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
34. In my unit/office, the work assignments are distributed appropriately based on
grade level.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
-------
35. Core processes were defined in the reorganization as important categories of
work that produced desired environmental results. Core processes included
Direct Program Delivery, Ensuring Compliance with Environmental Laws,
Assessment of the Condition of the Environment, Outreach and Environmental
Information Exchange, Partnership and Capacity Building, Innovative
Environmental Protection Strategies, Resource Focusing, and Geographic
Priority Setting. My office/program is making progress to adopt these core
processes in our work.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
36. I often collaborate with others outside my office/unit.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
37. I am respected and valued for what I know and can do.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
38. I am treated as fairly as other members of my work group.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
39. I see our organization's stated value about equal opportunity for growth and
advancement being put into action.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
40. I am not aware of any prejudicial or discriminatory language or remarks being
made in my work place.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
41. in filling jobs in Region 10, competition is open and fair.
a. STRONGLY AGREE
b. AGREE
c. ON THE PENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
-------
42. I am satisfied with the recognition I receive for doing a good job.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
43. The people with whom I work show respect for one another.
a. STRONGLY AGREE
b. AGREE
C. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
44. I consider myself a leader within the Region consistent with Region 10's
Leadership Philosophy.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
45. I believe that staff and managers in Region 10 have embraced Region 10's
Leadership Philosophy and are acting accordingly.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
46. Select the answer that best describes your feeling about the level of
empowerment you have in your current job.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
47. Select the answer that best describes the level of decision making empowerment
you currently have in your job for the majority of your work.
a. Manager decides without staff input
b. Manager decides with limited staff input
c. Manager decides with extensive staff input
d. Manager decides based on staff recommendations
e. Staff decides with extensive manager input
f. Staff decides with limited manager input
g. Staff decides without manager input
48. Select the answer that best describes the level of decision making empowerment
you would like to have in your job for the majority of your work.
a. Manager decides without staff input
b. Manager decides with limited staff input
c. Manager decides with extensive staff input
d. Manager decides based on staff recommendations
e. Staff decides with extensive manager input'
f. Staff decides with limited manager input
g. Staff decides without manager input
8-6
-------
49. Please select at least one, but no more than three of the items below that are
most important for you to get the level of empowerment you desire in your job.
a. Program Area Training
b. Technical Training
c. Peer support
d. Manager support
e. Authority from manager
f. Change in performance agreement
g. Change in position description
h. More time (disinvestments)
i. Don't need anything
j. Other (please provide comments at the end of the survey)
The next five questions are about teams. He are defining teams as self-directed
teams or teams with team leaders established since the reorganization. If you are
on a team, please respond to the following five questions. If not, please skip to
the "COMMENTS" section of the survey.
SO. There is a clear understanding of what our team is working together to
achieve.
a. STRONGLY AGREE
b. AGREE
C. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
51. Evaluation criteria have been established to measure our team's work and
effectiveness.
a. STRONGLY AGREE
b. AGREE
C. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
52. There is an established process for team members to provide feedback to each
other.
a. STRONGLY AGREE
b. AGREE
C. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
53. The degree of authority of my team leader (either delegated authority from
management or negotiated authority given by the team) is clear.
a. STRONGLY AGREE
b. AGREE
c. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
54. The organisation's administrative processes/systems are adequately aligned to
support teaming as a new way of doing business?
a. STRONGLY AGREE
b. AGREE
C. ON THE FENCE
d. DISAGREE
e. STRONGLY DISAGREE
f. CAN'T ANSWER
-------
Once again, thank-you for completing the survey. If you have comments about
the reorganization and/or want to further explain a response, please use the section
below. NOTE: If you are explaining a response to one of the statements or questions
above please identify what statement or question you are responding to followed by
your explanation. For example, to explain why you "strongly disagree" with
statement #23, please type in "23" followed by your explanation.
EXAMPLE: 23 I strongly disagree because
55. COMMENTS;
-------
-------
Responses from entire Region.
l:\apps\raosoft\raosoft.old\all-resp.txt
1. Uhat program do you work for? Choose one.
Responses
RA's Office, Tribal, Enforcement and Compliance, External Affairs 58
Office of Regional Counsel 32
Office of Air Quality 35
Ecosystems and Communities 62
Environmental Assessment 70
Environmental Cleanup 92
Office for Innovation 18
Management Programs 56
Waste and Chemicals Management 48
Office of Water 74
Total 545
2. Where do you work?
Responses
Operations Office 70
Placed-Based (Coeur d'Alene, Yakima, LaGrande, etc.) 3
Manchester Lab 21
Hanford 7
Seattle 446
Total 547
3.What is your position at Region 10?
Responses
Administrative Position '90
Senior Environmental Employee (SEE) 42
Other Staff 378
Unit Manager, Director, DRA, RA, (not teamleader) 42
Total 552
4. I can describe Region 10's Values, Vision, and Mission Statements.
Responses
Yes 321
No 228
Total 549
5. I can describe Region 10's "Strategic Directions."
•Responses
Yes 194
No 356
Total 550
6. I can describe Region 10's Leadership Philosophy.
Responses
Yes 270
No 277
Total 547
-------
7. Region 10 Senior Executives and Unit Managers "walk the talk"
as related to the Region's stated values, vision, and mission.
Responses
STRONGLY AGREE 15
AGREE 167
ON THE FENCE 159
DISAGREE 62
STRONGLY DISAGREE 37
CAN'T ANSWER 106
Total 546
8. I know who my stakeholders/customers are.
Responses
STRONGLY AGREE 198
AGREE 264
ON THE FENCE 30
DISAGREE 13
STRONGLY DISAGREE 8
CAN'T ANSWER 32
Total 545
9. I know what stakeholders/customers want from Region 10. in general.
Responses
STRONGLY AGREE 78
AGREE 281
ON THE FENCE 103
DISAGREE 28
STRONGLY DISAGREE 6
CAN'T ANSWER 54
Total 550
10. In Region 10 we work as an integrated team to best serve our stakeholders/customers.
. Responses
STRONGLY AGREE 23
AGREE 157
ON THE FENCE 157
DISAGREE 128
STRONGLY DISAGREE 44
CAN'T ANSWER 41
Total 550
11. I get the training and resources needed to carry out my work
roost effectively.
roost effectively
Responses
STRONGLY AGREE 58
AGREE 228
ON THE FENCE 114
DISAGREE 110
STRONGLY DISAGREE 34
CAN'T ANSWER 8
Total 552
-------
12. Region 10's management serves as role models and lead
by example.
Responses
STRONGLY AGREE 23
AGREE 178
ON THE FENCE 154
DISAGREE 109
STRONGLY DISAGREE 47
CAN'T ANSWER 40
Total 551
13. There is an organizational climate within Region 10 that
encourages risk taking.
Responses
STRONGLY AGREE 21
AGREE 157
ON THE FENCE 138
DISAGREE 122
STRONGLY DISAGREE 61
CAN'T ANSWER 54
Total 553
14. Region 10 tries to develop and value a culturally diverse workforce.
Responses
STRONGLY AGREE 104
AGREE 269
ON THE FENCE 89
DISAGREE 30
STRONGLY DISAGREE 14
CAN'T ANSWER 41
Total 547
15. Region Id's management listens to its employees' needs and interests.
Responses
STRONGLY AGREE 64
AGREE 235
ON THE FENCE 123
DISAGREE 60
STRONGLY DISAGREE 37
CAN'T ANSWER 29
Total 548
16. Employees in my office ask for. and listen to the feedback/suggest ions of
stakehoIdens/customers.
Responses
STRONGLY AGREE 81
AGREE 294
ON THE FENCE 89
DISAGREE 24
STRONGLY DISAGREE 5
CAN'T ANSWER 61
Total 554
(XT
-------
17. Employees in my office take action based on stakeholder/customer feedback/suggestions.
Responses
STRONGLY AGREE 63
AGREE 275
ON THE FENCE 104
DISAGREE 24
STRONGLY DISAGREE 4
CAN'T ANSWER 80
Total 550
18. During the past year. Region 10 employees I know have often
made promises to their stakeholder/customers that were not fulfilled.
Responses
STRONGLY AGREE 10
AGREE 63
ON THE FENCE 84
DISAGREE 174
STRONGLY DISAGREE 38
CAN'T ANSWER 184
Total 553
19. Employees are actively pursuing partnership opportunities
to provide successful program delivery to their stakeholders/customers.
Responses
STRONGLY AGREE 54
AGREE 237
ON THE FENCE 101
DISAGREE 26
STRONGLY DISAGREE 13
CAN'T ANSWER 118
Total 549
.20. We communicate about and celebrate each other's successes in my office.
Responses
STRONGLY AGREE 57
AGREE 242
ON THE FENCE 110
DISAGREE 86
STRONGLY DISAGREE 27
CAN'T ANSWER 27
Total 549
21. I give others feedback that helps improve overall performance
in my office/region.
Responses
STRONGLY AGREE . 53
AGREE 327
ON THE FENCE 95
DISAGREE 34
STRONGLY DISAGREE 5
CAN'T ANSWER 33
Total 547
C-H
-------
22. I receive feedback from my peers that helps improve overall
performance in my office/region.
Responses
STRONGLY AGREE 42
AGREE 282
ON THE FENCE 107
DISAGREE 84
STRONGLY DISAGREE 18
CAN'T ANSWER 21
Total 554
23. Hy office has high work quality.
Responses
STRONGLY AGREE 154
AGREE 289
ON THE FENCE 49
DISAGREE 20
STRONGLY DISAGREE 8
CAN'T ANSWER 31
Total 551
24. During the past year. Region 10 managers have often made
promises to Region 10 employees that weren't kept.
Responses
STRONGLY AGREE 48
AGREE 95
ON THE FENCE 114
DISAGREE 138
STRONGLY DISAGREE 19
CAN'T ANSWER 140
Total 554
25. I receive feedback from my supervisor that helps improve
overall performance in our office.
Responses
STRONGLY AGREE 69
AGREE 272
ON THE FENCE 94
DISAGREE 71
STRONGLY DISAGREE 26
CAN'T ANSWER 20
Total 552
26. My supervisor serves primarily as a consultant to staff.
Responses
STRONGLY AGREE 130
AGREE 231
ON THE FENCE 61
DISAGREE 59
STRONGLY DISAGREE 40
CAN'T ANSWER 29
Total 550
C-ST
-------
27. My supervisor devotes adequate time and attention to
coaching staff.
Responses
STRONGLY AGREE 58
AGREE 189
ON THE FENCE 116
DISAGREE 95
STRONGLY DISAGREE 55
CAN'T ANSWER 38
Total 551
28. In my view, Region 10 employees continue to expand their
environmental knowledge.
Responses
STRONGLY AGREE 73
AGREE 294
ON THE FENCE 79
DISAGREE 37
STRONGLY DISAGREE 6
CAN'T ANSWER 57
Total 546
29. The "solution of first choice" for Region 10 and its partners is
pollution prevention.
Responses
STRONGLY AGREE 71
AGREE 189
ON THE FENCE 102
DISAGREE 75
STRONGLY DISAGREE 12
CAN'T ANSWER 99
Total 548
30. Region 10 is clear about the mix of enforcement activities that
results in best compliance.
Responses
STRONGLY AGREE 12
AGREE 61
ON THE FENCE 110
DISAGREE 132
STRONGLY DISAGREE 68
CAN'T ANSWER 169
Total 552
31. Region 1.0 is seen as a leader of integrated environmental
problem solving in the Pacific Northwest.
Responses
STRONGLY AGREE 17
AGREE 93
ON THE FENCE 119
DISAGREE 116
STRONGLY DISAGREE 32
CAN'T ANSWER 172
Total 549
c-G>
-------
32. Region 10's management is committed to continue to make organizational changes to
effectively deliver environmental services.
Responses
STRONGLY AGREE 38
AGREE 194
ON THE FENCE 129
DISAGREE 58
STRONGLY DISAGREE 28
CAN'T ANSWER 104
Total 551
33. As a result of the reorganization, my unit has chosen to disinvest in certain parts of our program
and/or services.
Responses
STRONGLY AGREE 19
AGREE 125
ON THE FENCE 84
DISAGREE 135
STRONGLY DISAGREE 39
CAN'T ANSWER 145
Total 547
34. In my unit/office, the work assignments are distributed appropriately based on grade level.
Responses
STRONGLY AGREE 18
AGREE 152
ON THE FENCE 93
DISAGREE 120
STRONGLY DISAGREE 51
CAN'T ANSWER 117
Total 551
35. Hy office/program is making progress to adopt these
core processes in our work.
Responses
STRONGLY AGREE 51
AGREE 231
ON THE FENCE 91
DISAGREE 37
STRONGLY DISAGREE 23
CAN'T ANSWER 117
Total 550
36. I often collaborate with others outside my office/unit.
Responses
STRONGLY AGREE 191
AGREE 250
ON THE FENCE 48
DISAGREE 35
STRONGLY DISAGREE 4
CAN'T ANSWER 19
Total 547
C-T
-------
37. I am respected and valued for what I know and can do.
Responses
STRONGLY AGREE 83
AGREE 309
ON THE FENCE 70
DISAGREE 26
STRONGLY DISAGREE 10
CAN'T ANSWER 52
Total 550
38. I am treated as fairly as other members of my work group.
Responses'
STRONGLY AGREE 110
AGREE 296
ON THE FENCE 55
DISAGREE 40
STRONGLY DISAGREE 15
CAN'T ANSWER 39
Total 555
39. I see our organization's stated value about equal opportunity for
growth and advancement being put into action.
Responses
STRONGLY AGREE 38
AGREE 164
ON THE FENCE 142
DISAGREE 79
STRONGLY DISAGREE 45
CAN'T ANSWER 80
Total 548
40. I am not aware of any prejudicial or discriminatory language
remarks being made in my work place.
Responses
STRONGLY AGREE 138
AGREE 265
ON THE FENCE 40
DISAGREE 50
STRONGLY DISAGREE 19
CAN'T ANSWER 39
Total 551
41. In filling jobs in Region 10, competition is open and fair.
Responses
STRONGLY AGREE 32
AGREE 154
ON THE FENCE 104
DISAGREE 88
STRONGLY DISAGREE 42
CAN'T ANSWER 130
Total 550
-------
42. I am satisfied with the recognition I receive for doing a good job.
Responses
STRONGLY AGREE 62
AGREE 243
ON THE FENCE 105
DISAGREE 89
STRONGLY DISAGREE 36
CAN'T ANSWER 19
Total 554
43. The people with whom I work show respect for one another.
Responses
STRONGLY AGREE 99
AGREE 311
ON THE FENCE 79
DISAGREE 41
STRONGLY DISAGREE 9
CAN'T ANSWER 11
Total 550
44. I consider myself a leader within the Region consistent with
Region 10's Leadership Philosophy.
Responses
STRONGLY AGREE 64
AGREE 221
ON THE FENCE 87
DISAGREE 43
STRONGLY DISAGREE 10
CAN'T ANSWER 119
Total 544
45. I believe that staff and managers in Region 10 have embraced
Region 10's Leadership Philosophy and are acting accordingly.
Responses
STRONGLY AGREE 16
AGREE 149
ON THE FENCE 146
DISAGREE 69
STRONGLY DISAGREE 29
CAN'T ANSWER 134
Total 543
46. Select the answer that best describes your feeling about the
level of empowerment you have in your current job.
Responses
Way too much 13
More than ideal 49
Ideal 350
Less than Ideal 90
Not nearly enough 25
Total 527
C-q
-------
47. How empowered are you by your manager/supervisor to make decisions in your job for the
majority of your work.
Responses
Manager decides without staff input 6
Manager decides with limited staff input 33
Manager decides with extensive staff input 71
Manager decides based on staff recommendations 91
Staff decides with extensive manager input 24
Staff decides with limited manager input 248
Staff decides without manager input 39
Total 512
48. Select the answer that best describes the level of decision making
empowerment you would like to have in your job for the majority of your work.
Responses
Manager decides without staff input 5
Manager decides with limited staff input 9
Manager decides with extensive staff input 40
Manager decides based on staff recommendations 112
Staff decides with extensive manager input 32
Staff decides with limited manager input 295
Staff decides without manager input .22
Total 515
49. Select from the items below those that are most important for you to get the level of
empowerment you desire in your job.
Responses
Program Area Training 164
Technical Support 147
Peer Support 172
Manager Support 266
Authority from Mangager 122
Change in performance agreement 23
Change in position description 40
Don't need anything 89
More Time (Disinvestments) 105
Other (List in comments box) 48
Total 523
50. There is a clear understanding of what our team is working to
achieve.
Responses
STRONGLY AGREE 35
AGREE 105
ON THE FENCE 32
DISAGREE 22
STRONGLY DISAGREE 15
CAN'T ANSWER 14
Total 223
-------
51. Evaluation criteria have been established to measure our team's work and effectiveness.
Responses
STRONGLY AGREE 8
AGREE 43
ON THE FENCE 40
DISAGREE 81
STRONGLY DISAGREE 26
CAN'T ANSWER 22
Total 220
52. There is an established process for team members to provide feedback to each other.
Responses
STRONGLY AGREE 19
AGREE 61
ON THE FENCE 42
DISAGREE 56
STRONGLY DISAGREE 20
CAN'T ANSWER 18
Total 216
53. The degree of authority of my team leader (either delegated authority
from management or negotiated authority given by the team) is clear.
Responses
STRONGLY AGREE 18
AGREE 62
ON THE FENCE 52
DISAGREE 40
STRONGLY DISAGREE 22
CAN'T ANSWER 20
Total 214
54. The organization's administrative processes/systems are
adequately aligned to support teaming as a new way of doing business.
Responses
STRONGLY AGREE 8
AGREE 45
ON THE FENCE 50
DISAGREE 49
STRONGLY DISAGREE 28
CAN'T ANSWER 38
Total 218
c-\\
-------
-------
1996 Reorganization Survey Results without SEE responses.
1. What program do you work for? Choose one.
Responses
RA's Office, Tribal, Enforcement and Compliance, External Affairs 50
Office of Regional Counsel 30
Office of Air Quality 33
Ecosystems and Communities 55
Environmental Assessment 69
Environmental Cleanup 83
Office for Innovation 16
Management Programs 53
Waste and Chemicals Management 43
Office of Water 70
Total 502
2. Where do you work?
Responses
Operations Office 60
Placed-Based (Coeur d'Alene, Yakima, LaGrande, etc.) 2
Manchester Lab 19
Hanford 6
Seattle 414
Total 501
3. What is your position at Region 10?
Responses
Administrative Position 90
Senior Environmental Employee (SEE) 0
Other Staff 378
Unit Manager, Director, DRA, RA, (not teamleader) 42
Total 510
4. I can describe Region 10's Values, Vision,, and Mission Statements.
Responses
•Yes 292
No 212
Total 504
5. I can describe Region 10's "Strategic Directions."
Responses
Yes 177
No 328
Total 505
6. I can describe Region 10's Leadership Philosophy.
Responses
Yes 248
No 254
Total 502
e>-\
-------
7. Region 10 Senior Executives and Unit Managers "walk the talk"
as related to the Region's stated values, vision, and mission.
Responses
STRONGLY AGREE 12
AGREE 154
ON THE FENCE 149
DISAGREE 58
STRONGLY DISAGREE 35
CAN'T ANSWER 94
Total 502
8. I know who my stakeholders/customers are.
Responses
STRONGLY AGREE 184
AGREE 249
ON THE FENCE 24
DISAGREE 12
STRONGLY DISAGREE 7
CAN'T ANSWER 22
Total 498
9. I know what stakeholders/customers want from Region 10, in general.
Responses
STRONGLY AGREE 73
AGREE 262
ON THE FENCE 98
DISAGREE 26
STRONGLY DISAGREE 5
CAN'T ANSWER 40
Total 504
10. In Region 10 we work as an integrated team to best serve our stakeholders/customers.
Responses
STRONGLY AGREE 19
AGREE 139
ON THE FENCE 152
DISAGREE 118
STRONGLY DISAGREE 39
CAN'T ANSWER 36
Total 503
11. I get the training and resources needed to carry out my work
most effectively.
Responses
STRONGLY AGREE 49
AGREE 205
ON THE FENCE 107
DISAGREE 105
STRONGLY DISAGREE 32
CAN'T ANSWER 7
Total 505
o-a
-------
12. Region 10's management serves as role models and lead
by example.
Responses
STRONGLY AGREE 19
AGREE 161
ON THE FENCE 146
DISAGREE 98
STRONGLY DISAGREE 46
CAN'T ANSWER 34
Total 504
13. There is an organizational climate within Region 10 that
encourages risk taking.
Responses
STRONGLY AGREE 16
AGREE 148
ON THE FENCE 133
DISAGREE 111
STRONGLY DISAGREE '55
CAN'T ANSWER 42
Total 505
14. Region 10 tries to develop and value a culturally diverse workforce.
Responses
STRONGLY AGREE 95
AGREE 242
ON THE FENCE 84
DISAGREE 27
STRONGLY DISAGREE 12
CAN'T ANSWER 39
Total 499
15. Region Id's management listens to its employees' needs and interests.
Responses
STRONGLY AGREE 62
AGREE 214
ON THE FENCE 117
DISAGREE 53
STRONGLY DISAGREE 35
CAN'T ANSWER 21
Total 502
16. Employees in my office-ask for, and listen to the feedback/suggestions of
stakeholders/customers.
Responses
STRONGLY AGREE 77
AGREE 271
ON THE FENCE 82
DISAGREE 23
STRONGLY DISAGREE 4
CAN'T ANSWER 50
Total 507
0-3
-------
17. Employees in my office take action based on stakeholder/customer feedback/suggestions.
Responses
STRONGLY AGREE 60
AGREE 261
ON THE FENCE 95
DISAGREE 20
STRONGLY DISAGREE 4
CAN'T ANSWER 64
Total 504
18. During the past year. Region 10 employees I know have often
made promises to their stakeholder/customers that were not fulfilled.
Responses
STRONGLY AGREE 9
AGREE 55
ON THE FENCE 80
DISAGREE 163
STRONGLY DISAGREE 34
CAN'T ANSWER 165
Total 506
19. Employees are actively pursuing partnership opportunities
to provide successful program delivery to their stakeholders/customers.
Responses
STRONGLY AGREE 50
AGREE 225
ON THE FENCE 94
DISAGREE 24
STRONGLY DISAGREE 12
CAN'T ANSWER 98
Total 503
20. We communicate about and celebrate each other's successes in my office.
Responses
STRONGLY AGREE 49
AGREE 221
ON THE FENCE 105
DISAGREE 80
STRONGLY DISAGREE 27
CAN'T ANSWER 20
Total 502
21. I give others feedback that helps improve overall performance
in my office/region.
Responses
STRONGLY AGREE 46
AGREE 305
ON THE FENCE 89
DISAGREE 34
STRONGLY DISAGREE 5
CAN'T ANSWER 23
Total 502
-------
22. I receive feedback from my peers that helps improve overall
performance in my office/region.
Responses
STRONGLY AGREE 35
AGREE 259
ON THE FENCE 101
DISAGREE 79
STRONGLY DISAGREE 16
CAN'T ANSWER 17
Total 507
23. My office has high work quality.
Responses
STRONGLY AGREE 146
AGREE 267
ON THE FENCE 41
DISAGREE 18
STRONGLY DISAGREE 8
CAN'T ANSWER 25
Total 505
24. During the past year. Region 10 managers have often made
promises to Region 10 employees that weren't kept.
Responses
STRONGLY AGREE 47
AGREE 89
ON THE FENCE 104
DISAGREE 133
STRONGLY DISAGREE 18
CAN'T ANSWER 116
Total 507
25. I receive feedback from my supervisor that helps improve
overall performance in our office.
Responses
STRONGLY AGREE 59
AGREE 250
ON THE FENCE 87
DISAGREE 68
STRONGLY DISAGREE 26
CAN'T ANSWER 15
Total 505
26. My supervisor serves primarily as a consultant to staff.
Responses
STRONGLY AGREE 119
AGREE 210
ON THE FENCE 55
DISAGREE 57
STRONGLY DISAGREE 39
CAN'T ANSWER 24
Total 504
-------
27. My supervisor devotes adequate time and attention to
coaching staff.
Responses
STRONGLY AGREE 51
AGREE 168
ON THE FENCE 105
DISAGREE 92
STRONGLY DISAGREE 54
CAN'T ANSWER 34
Total 504
28. In my view, Region 10 employees continue to expand their
environmental knowledge.
Responses
STRONGLY AGREE 66
AGREE 268
ON THE FENCE 74
DISAGREE 36
STRONGLY DISAGREE 6
CAN'T ANSWER 49
Total 499
29. The "solution of first choice" for Region 10 and its partners is
pollution prevention.
Responses
STRONGLY AGREE 65
AGREE 168
ON THE FENCE 97
DISAGREE 72
STRONGLY DISAGREE 12
CAN'T ANSWER 88
Total 502
30. Region 10 is clear about the mix of enforcement activities that
results in best compliance.
Responses
STRONGLY AGREE 10
AGREE 56
ON THE FENCE 100
DISAGREE 125
STRONGLY DISAGREE 66
CAN'T ANSWER 148
Total 505
31. Region 10 is seen as a leader of integrated environmental
problem solving in the Pacific Northwest.
Responses
STRONGLY AGREE 14
AGREE 85
ON THE FENCE 113
DISAGREE 110
STRONGLY DISAGREE 31
CAN'T ANSWER 150
Total 503
-------
32. Region 10's management is committed to continue to make organizational changes to
effectively deliver environmental services.
Responses
STRONGLY AGREE 35
AGREE 176
ON THE FENCE 123
DISAGREE 53
STRONGLY DISAGREE 26
CAN'T ANSWER 91
Total 504
33. As a result of the reorganization, my unit has chosen to disinvest in certain parts of our program
and/or services.
Responses
STRONGLY AGREE 13
AGREE 117
ON THE FENCE 79
DISAGREE 126
STRONGLY DISAGREE 38
CAN'T ANSWER 123
Total 501
34. In my unit/office, the work assignments are distributed appropriately based on grade level.
• Responses
STRONGLY AGREE 15
AGREE 143
ON THE FENCE 85
DISAGREE 114
STRONGLY DISAGREE 50
CAN'T ANSWER 97
Total 504
35. My office/program is making progress to adopt these
core processes in our work.
Responses
STRONGLY AGREE 47
AGREE 220
ON THE FENCE 85
DISAGREE 36
STRONGLY DISAGREE 22
CAN'T ANSWER 94
Total 504
36. I often collaborate with others outside my office/unit.
Responses
STRONGLY AGREE 180
AGREE 230
ON THE FENCE 44
DISAGREE 28
STRONGLY DISAGREE 4
CAN'T ANSWER 14
Total 500
-------
37. I am respected and valued for what I know and can do.
Responses
STRONGLY AGREE 76
AGREE 285
ON THE FENCE 67
DISAGREE 23
STRONGLY DISAGREE 8
CAN'T ANSWER 45
Total 504
38. I am treated as fairly as other members of my work group.
Responses
STRONGLY AGREE 100
AGREE 272
ON THE FENCE 51
DISAGREE 34
STRONGLY DISAGREE 15
CAN'T ANSWER 35
Total 507
39. I see our organization's stated value about equal opportunity for
growth and advancement being put into action.
Responses
STRONGLY AGREE 35
AGREE 151
ON THE FENCE 133
DISAGREE 72
STRONGLY DISAGREE 45
CAN'T ANSWER 66
Total 502
40. I am not aware of any prejudicial or discriminatory language or
remarks -being made in my work place.
Responses
STRONGLY AGREE 127
AGREE 246
ON THE FENCE 32
DISAGREE 46
STRONGLY DISAGREE 18
CAN'T ANSWER 36
Total 505
41. In filling jobs in Region 10, competition is open and fair.
Responses
STRONGLY AGREE 30
AGREE 148
OH THE FENCE 98
DISAGREE 78
STRONGLY DISAGREE 39
CAN'T ANSWER 111
Total 504
o-s
-------
42. I am satisfied with the recognition I receive for doing a good job.
Responses
STRONGLY AGREE 54
AGREE 221
ON THE FENCE 100
DISAGREE 81
STRONGLY DISAGREE 35
CAN'T ANSWER 16
Total 507
43. The people with whom I work show respect for one another.
Responses
STRONGLY AGREE 89
AGREE 287
ON THE FENCE 73
DISAGREE 39
STRONGLY DISAGREE 8
CAN'T ANSWER 8
Total 504
44. I consider myself a leader within the Region consistent with
Region 10's Leadership Philosophy.
Responses
STRONGLY AGREE 61
AGREE 210
ON THE FENCE 80
DISAGREE . 39
STRONGLY DISAGREE 7
CAN'T ANSWER 101
Total 498
45. I believe that staff and managers in Region 10 have embraced
Region 10's Leadership Philosophy and are acting accordingly.
Responses
STRONGLY AGREE 14
AGREE 134
OH THE FENCE 141
DISAGREE . 65
STRONGLY DISAGREE 25
CAW'T ANSWER 120
Total 499
46. Select the answer that best describes your feeling about the
level of empowerment you have in your current job.
Responses
Way too much 12
More than ideal 45
Ideal 325
Less than Ideal 81
Mot nearly enough 21
Total 484
-------
47. Now empowered are you by your manager/supervisor to make decisions in your job for the
majority of your work.
Responses
Manager decides without staff input 6
Manager decides with limited staff input 30
Manager decides with extensive staff input 64
Manager decides based on staff recommendations 79
Staff decides with extensive manager input 19
Staff decides with limited manager input 236
Staff decides without manager input 38
Total 472
48. Select the answer that best describes the level of decision making
empowerment you would like to have in your job for the majority of your work.
Responses
Manager decides without staff input 5
Manager decides with limited staff input 6
Manager decides with extensive staff input 33
Manager decides based on staff recommendations 102
Staff decides with extensive manager input 27
Staff decides with limited manager input 281
Staff decides without manager input 20
Total 474
49. Select from the items below those that are most important for you to get the level of
empowerment you desire in your job.
Responses
Program Area Training 151
Technical Support 133
Peer Support 161
Manager Support 254
Authority from Mangager 115
Change in performance agreement 20
Change in position description 37
Don't need anything 76
More Time (Disinvestments) 102
Other (List in comments box) 45
Total 481
50. There is a clear understanding of what our team is working to
achieve.
Responses
STRONGLY AGREE 33
AGREE 102
ON THE FENCE 30
DISAGREE 18
STRONGLY DISAGREE 14
CAN'T ANSWER 12
Total 209
D-lO
-------
51. Evaluation criteria have been established to measure our team's worfc and effectiveness.
Responses
STRONGLY AGREE 7
AGREE 40
ON THE FENCE 38
DISAGREE 77
STRONGLY DISAGREE 24
CAK'T ANSWER 19
Total 205
52. There is an established process for team members to provide feedback to each other.
Responses
STRONGLY AGREE 17
AGREE 57
ON THE FENCE 39
DISAGREE 54
STRONGLY DISAGREE 20
CAN'T ANSWER 16
Total 203
53. The degree of authority of my team leader (either delegated authority
from management or negotiated authority given by the team) is clear.
Responses
STRONGLY AGREE 16
AGREE 57
ON THE FENCE 49
DISAGREE 37
STRONGLY DISAGREE 22
CAN'T ANSWER 19
Total 200
54. The organization's administrative processes/systems are
adequately aligned to support teaming as a new way of doing business.
Responses
STRONGLY AGREE 7
AGREE 42
ON THE FENCE 48
DISAGREE 45
STRONGLY DISAGREE 27
CAN'T ANSWER 35
Total 204
0-\\
-------
-------
Region 10 Survey Results - By Office
#4. I can describe Region 10's Values, Vision, and Mission Statements
Percent Response
Yes
#5. I can describe Region 10's "Strategic Directions"
Percent Response
Yes
No
IIM 4 Ctwnwc«l* Wfli
#6. I can describe Region 10's Leadership Philosophy
Percent Response
EfwlKMinoMal C
nw Honm«n •) A
co»yU»m* *
Qu»lltV
CouncH
Omc«« Group
Yes
No
• Small Offices Group*
• Regional Council
• Air Quality
• Ecosystems & Communities
D Environmental Assessment
• Environmental Cleanup
D Innovation
D Management
D Waste & Chemicals Mgt.
D Water
* Represented by the Executive, Tribal, External Aff., State Ops. & Enforcement
-------
Region 10 Survey Results -- By Office
#7. Region 10 Senior Executives and Unit Managers "walk the talk" as related to the
Region's stated Values, Vision and Mission.
Percent Response
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can 1 Answer
#8. I know who my stakeholders/customers are.
Percent Response
Strongly Agree Agree On The Fence Disagree Slrongly Disagree Can 1 Answer
#9. I know what stakeholders/customers want from Region 10, in general.
Percent Response
Strongly Agree Agree ! he Fence Disagree Strongly Disagree Cajit Answer
• Small Offices Group*
• Regional Council
• Air Quality
• Ecosystems & Communities
D Environmental Assessment
Represented by the Executive, Tribal. External Aft. State Ops. & Enforcement
• Environmental Cleanup
D Innovation
O Management
D Waste & Chemicals Mgt.
D Water
-------
Region 10 Survey Results - By Office
#10. In Region 10 we work as an integrated team to best serve our stakeholders/customers.
Percent Response
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can'1 Answer
#11. I get the training and resources needed to carry out my work most effectively.
Percent Response
4 Clwmiuli Mgt
Innovation
CtMnup
'Environment*! A**»«vnt*ni
ctvm* A CommunHt**
» oiMiiv
Council
QtHc«i Croup
Strofigly Agree
Agree
On The Fence Disagree Strongly Disagree Can't Answer
#12. Region 10's management serves as role models and lead by example.
Percent Response
rp -pL.,
LJ XWHH 4 Ch«m«al
'Envlnxun*nl
Eco«yu*m« 4 CommuniMB
-Ar Quatty
|ton«l Council
On«»ir,roup
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can'l Answer
Small Offices Group*
Regional Council
Air Quality
Ecosystems & Communities
Environmental Assessment
H Environmental Cleanup
D Innovation
D Management
D Waste & Chemicals Mgt.
D Water
* Represented by the Executive, Tribal, External Aff., State Ops. & Enforcement
-------
Region 10 Survey Results - By Office
#13. There is an organizational climate within Region 10 that encourages risk taking.
Percent Response
—
ri. _Tl
•
1
r
-
\
m
rrt
r
-M^m
n — ,"h
>
-
*
WMI* A Ch*mc«U Mg1
tgvm
it ton
lronrt>*nlnl Ctoinup
'Environment** Att*»»m*ni
CommunlM*
'AirOtMlly
R*gton«l Council
OtlK»* Group
Slrongly Agree Agree On The Fence Disagree Slrongly Disagree Can'l Answer
#14. Region 10 tries to develop and value a culturally diverse workforce.
Percent Response
Environm*nt«l Aft
£co*yil*mt A Communito*
A IT 0 Drilly
Council
Sm«ll nr)K«« Group
Slrongly Agree Agree On The Fence Disagree Slrongly Disagree Can'l Answer
#15. Region 10's management listens to its employees' needs and interests.
Percent Response
'Ml* 4 ClwnKJH Uqt
small Ontt«» Group
Strongly Agree Agree ' lie Fence Disagree Slrongly Disagree Can'l Answer
• Small Offices Group*
• Regional Council
• Air Quality
• Ecosystems & Communities
CH Environmental Assessment
• Environmental Cleanup
CH Innovation
D Management
D Waste & Chemicals Mgt.
D Water
Represented by the Executive. Tribal. External Aff., State Ops. & Enforcement
fe - H
-------
Region 10 Survey Results -- By Office
#16. Employees in my office ask for, and listen to the feedback/suggestions of
stakeholders/customers.
Percent Response
ry
II Council
^ Small Orticvt Group
Strongly Agree
Agree
On The Fence Disagree Strongly Disagree Can't Answer
#17. Employees in my office take action based on stakeholder/customer feedback/suggestions.
Percent Respons
Strongly Agree
Agree
On The Fence Disagree Strongly Disagree Can t Answer
#18. During the past year, Region 10 employees I know have often made promises to their
stakeholders/customers that were not fulfilled.
Percent Response
Strongly Agree
Agree
On The Fence Disagree Strongly Disagree Can't Answer
• Environmental Cleanup
CD Innovation
CD Management
D Waste & Chemicals Mgt.
D Water
* Represented by the Executive. Tribal, External Aft, State Ops. & Enforcement
Small Offices Group*
Regional Council
Air Quality
Ecosystems & Communities
Environmental Assessment
-------
Region 10 Survey Results -- By Office
#19. Employees are actively pursuing partnership opportunities to provide successful program
delivery to their stakeholders/customers.
Percent Response
-
#20. We communicate about and celebrate each other s successes in my office.
Percent Response
Strongly Agree ' he Fence - Visvwr
#21. I give others feedback that helps improve overall performance in my office/region.
P*rc*nt R#*pons«
jT
r»c Fence - P jngfy DisaiT • •
Small Offices Group*
Regional Council
Air Quality
Ecosystems & Communities
Environmental Assessment
• Environmental Cleanup
CD Innovation
l~~l Management
D Waste & Chemicals Mgt.
D Water
Represented by the Executive. Tribal. External Aff.. State Ops. & Enforcement
:- -
-------
Region 10 Survey Results - By Office
#22. I receive feedback from my peers that helps improve overall performance in my office/region
Percent Response
Count*
Ot!tc*« Group
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can't Answer
#23. My office has high work quality.
Percent Response
ww 4 cnwnean ugt
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can I Answer
#24. During the past year, Region 10 managers have often made promises to Region 10 mployees
that weren't kept.
Percent Response
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can t Answer
• Small Offices Group*
• Regional Council
• Air Quality
• Ecosystems & Communities
D Environmental Assessment
• Environmental Cleanup
CD Innovation
D Management
D Waste & Chemicals Mgt.
D Water
Represented by the Executive. Tribal. External Aff.. State Ops. & Enforcement
-------
Region 10 Survey Results - By Office
#25. I receive feedback from my supervisor that helps improve overall performance in our office.
Percent Response
Slrongly Agree Agree
On The Fence Disagree Slrongly Disagree Can't Answer
#26. My supervisor serves primarily as a consultant to staff.
Percent Response
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can I Answer
#27. My supervisor devotes adequate time and attention to coaching staff.
Percent Response
Slrongly Agree Agree On The Fence Disagree Slrongly Disagree Can I Answer
• Small Offices Group*
• Regional Council
• Air Quality
• Ecosystems & Communities
D Environmental Assessment
• Environmental Cleanup
O Innovation
D Management
D Waste & Chemicals Mgt.
D Water
* Represented by the Executive. Tribal, External Aff., State Ops. & Enforcement
-------
Region 10 Survey Results - By Office
#28. In my view, Region 10 employees continue to expand their environmental knowledge.
Percent Response
Environmental Ctajnup
Ecotyttem * L Communlie*
'Air Quality
'Regional Council
'small Ortlcet Group
Strongly Agree
Agree
On The Fence Disagree Strongly Disagree Can't Answer
#29. The "solution of first choice" for Region 10 and its partners is pollution prevention.
Percent Response
WMI» 4 Chemtar* Ugl
'tnnovMw
.nvironmeniai ct*«tiup
Environmental A»e»umem
Air Quality
R*gKxMi Council
Small OMtc**. Group
Strongly Agree
Agree
On The Fence Disagree Strongly Disagree Can't Answer
#30. Region 10 is clear about the mix of enforcement activities that results in best compliance.
Percent Response
We*le £ Crtetneah Ugi
'innovation
'Environmental Cleanup
'Environmental A«t*ttmeni
'Eoocyslemt & Communllet
'Air Queltty
'R*gto(ul Council
Smell Ollrcet Group
Strongly Agree
Agree
On The Fence Disagree Strongly Disagree Can't Answer
• Small Offices Group*
• Regional Council
• Air Quality
• Ecosystems & Communities
D Environmental Assessment
* Represented by the Executive. Tribal, External Aff., State Ops. & Enforcement
• Environmental Cleanup
D Innovation
[H Management
n Waste & Chemicals Mgt.
D Water
-------
Region 10 Survey Results -- By Office
#31. Region 10 is seen as a leader of integrated environmental problem solving in the Pacific
Northwest.
P*rc«nt Pnpon**
#32. Region 10's management is committed to continue to make organizational changes to
effectively deliver environmental services.
#33. As a result of the reorganization, my unit has chosen to disinvest in certain parts of our
program and/or services.
-
• Small Offices Group'
• Regional Council
• Air Quality
• Ecosystems & Communities
D Environmental Assessment
Represented by the Executive. Tribal. External Aff.. State Ops. & Enforcement
B Environmental Cleanup
O Innovation
D Management
D Waste & Chemicals Mgt.
D Water
-
-------
Region 10 Survey Results - By Office
#34- In my unit/office, the work assignments are distributed appropriately based on grade level
Percent Rp^nnno.0 •»• ,
Response
Slrongly Agree
Agree
On The Fence Disagree Strongly Disagree Can't Answer
'Environmental
MI A*M Mmem
Eoo»v«'»ni* & Communllea
Air Quality
Regional Council
Small Ot1he»» Group
#35- My office/program is making progress to adopt these core processes in our work.
Response
rongly Agree Agree On The Fence Disagree Strongly Disagree Can'l Answer
#36. I often collaborate with others outside my office/unit.
Response
Strongly Agree
Agree
On The Fence Disagree Strongly Disagree Can't Answer
WMI» A crwmfcito Mgi
Management
Innovation
'Environmental Ct**nif>
Environmental A*M**m*M
Communll«»
Air Quality
glonal Council
Small Offices Group
• Small Offices Group*
• Regional Council
• Air Quality
• Ecosystems & Communities
D Environmental Assessment
• Environmental Cleanup
D Innovation
D Management
D Waste & Chemicals Mgt.
D Water
Represented by the Executive. Tribal, External Aff., State Ops. & Enforcement
C-l\
-------
Region 10 Survey Results -- By Office
#37. I am respected and valued for what I know and can do.
Percent Response
Wnit & ChMniuh Ugt
Strongly Agree
Agree On The Fence Disagree Strongly Disagree Can't Answer
#38. I am treated as fairly as other members of my work group.
Percent Response
Innovetlon
ntal Ctoenup
EnvlronmerMI At»>»unent
Ecotyftlemt«. Commwnll«>
Qujliny
Regional Council
Small OIIK*% Group
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can't Answer
#39. I see our organization's stated value about equal opportunity for growth and advancement
being put into action.
Percent Response
weale * Chemical* Mgi
megem
Innovation
nvlronnwnlal Atwnmenl
Communliet
R«gKJO*l Council
Smell Oftlcem Croup
Strongly Agree
Agree On The Fence Disagree Strongly Disagree Can't Answer
• Small Offices Group*
• Regional Council
• Air Quality
• Ecosystems & Communities
D Environmental Assessment
Represented by the Executive, Tribal, External Aff., State Ops. & Enforcement
H Environmental Cleanup
D Innovation
d Management
D Waste & Chemicals Mgt.
Q Water
-------
Region 10 Survey Results - By Office
#40. I am not aware of any prejudicail or discriminatory language or remarks being made in my
work place.
Percent Response
Council
Small Offices. Group
Strongly Agree
Agree
On The Fence Disagree Strongly Disagree Can't Answer
#41. In filling jobs in Region 10, competition is open and fair.
Percent Response
Strongly Agree
Agree
On The Fence Disagree Strongly Disagree Can't Answer
#42. I am satisfied with the recognition I receive for doing a good job.
Perc«nt Response
rwosl« A ChMntalt Mgl
nag«fn
inovMWn
Strongly Agree
Agree On The Fence Disagree Strongly Disagree Can't Answer
Small Offices Group*
Regional Council
Air Quality
Ecosystems & Communities
Environmental Assessment
H Environmental Cleanup
D Innovation
d Management
D Waste & Chemicals Mgt.
D Water
* Represented by the Executive, Tribal, External Aff., State Ops. & Enforcement
-------
Region 10 Survey Results - By Office
#43. The people with whom I work show respect for one another.
Percent Response
£oo»ykt»nii 4 Communll*
Air Oualllv
'Re gton«i Council
Small Ott(c*» Croup
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can t Answer
#44. I consider myself a leader within the Region consistent with Region 10's Leadership
Philosophy.
Percent Response
4 Chemc»K Mgt
Strongly Agree On The Fence Disagree Strongly Disagree Can t Answer
#45. I believe that staff and managers in Region 10 have embraced Region 10's Leadership
Philosophy and are acting accordingly.
Percent Response
Stronaly An- Agree On The Fence Disagree Strongly Disagree Can't Answer
Small Offices Group*
Regional Council
Air Quality
Ecosystems & Communities
Environmental Assessment
• Environmental Cleanup
D Innovation
CH Management
D Waste & Chemicals Mgt.
D Water
* Represented by the Executive. Tribal. External Aff., State Ops. & Enforcement
-------
Region 10 Survey Results - By Office
#46. Select the answer that best describes your feeling about the level of empowerment
you have in your current job.
Percent Response
Environmenlil Cleanup
»nUIA»wMT>«nl
lootynitfnt 1 Communll**
Quality
*>»i Council
'jtiuii OIIK** Croup
'to Mucli More than Ideal
Less than Ideal Nol Nearly Enough
#47. How empowered are you by your manager/supervisor to make decisions in your
job for the majority of your work.
Percent Response
HovMon
'Environment*! CW*rup
Environmental **»*•.wtwni
t Convnunitot
Atr Dually
R*gton*l Council
Small O*te»i Group
•Tftea staff mt ,-r staff inpul Dase-j
nacomn
I -^Manager Decides— —-
-. .
•— —Staff Decides —
#48. Select the answer that best describes the level of decision making empowerment
you would like to have in your job for the majority of your work.
Percent Response
Innovation
Envlionnwntftl CM
Environmental AIM
CotnmunlM
At Quilly
R*QK>n*J Council
QHHB
.1 wiimned s'.att mout «extensive stall input oased on start wextansive TCT ,nout «?iimne<:
• i-nenaations
Manager Decides > Staft Decides
Small Offices Group*
Regional Council
Air Quality
Ecosystems & Communities
Environmental Assessment
• Environmental Cleanup
n Innovation
D Management
D Waste & Chemicals Mgt.
D Water
* Represented by the Executive. Tribal, External Aff.. State Ops. & Enforcement
-------
Region 10 Survey Results - By Office
#49. Select from the items below those that are most important for you to get the level of
empowerment you desire in your job.
Percent Response
II Office* Group
Deflr ; • Mor< " •
#50. There is a clear understanding of what our team is working to achieve.
Percent Response
W*»M I Ch*me«K Ugl
'fcUnaa.rTK.nt
Innovation
Environmental Cl«*nuf)
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can't Answer
#51. Evaluation criteria have been established to measure our team's work and effectiveness.
Percent Response
MMMi
WMI* A I h»niK«h MQI
rEoc»yti«mi 4 communllnt
Council
Sm«ll Onic*i Group
Strongly A<;: Agree On The Fence Disagree Strongly Disagree Can1! Answer
Small Offices Group*
Regional Council
Air Quality
Ecosystems & Communities
Environmental Assessment
Environmental Cleanup
Innovation
Management
Waste & Chemicals Mgt.
Water
* Represented by the Executive. Tribal, External Aff., State Ops. & Enforcement
-------
Region 10 Survey Results -- By Office
#52. There is an established process for team members to provide feedback to each other.
Percent Response
Strongly Agree On The Fence Disagree Strongly Disagree Can't Answer
#53. The degree of authority of my team leader (either delegated authority from management or
negotiated authority given by the team) is clear.
Percent Response
n, 1*
WmM * Chwnuto Ugi
Innovation
ivifonm»m«l Cleanup
lionrr»r**i Ac«
-Eoo»y»i»mi 4 C
'Air Quality
0*o*i*l Council
Snull Ontc*« Group
Slrongly Agree
On The Fence Disagree Slrongly Disagree Can't Answer
#54. The organization's administrative processes/systems are adequately aligned to support
teaming as a new way of doing business.
Percent Response
Slrongly Agree
On The Fence
Disagree Strongly Disagree Can't Answer
• Small Offices Group*
• Regional Council
• Air Quality
• Ecosystems & Communities
D Environmental Assessment
• Environmental Cleanup
CH Innovation
D Management
D Waste & Chemicals Mgt.
D Water
* Represented by the Executive, Tribal, External Aff., State Ops. & Enforcement
-------
1996 Reorganization Survey sorted by PROGRAM
2. Where do you work?
Operations Office
Placed-Based
Manchester Lab
Hanford
Seattle
RA's Offic Office of Office of Ecosystems Environtnen Environmen Office Management Waste and Office of Total
e, Tribal, Regional Air Qualit and Conroun tal Assess tal Cleanu for Innova Programs Chemicals Water
Enforcemen Counsel y ities ment p tion Management
t and
ColX
ColX
ColX
ColX
Col%
Total
ColX
31
54.39%
0
0.00%
1
1.75%
0
0.00%
25
43.86%
57
100.00X
3
9.38X
0
0.00%
0
0.00%
0
0.00%
29
90.63%
32
100.00%
5
K.29%
0
0.00%
0
0.00%
0
O.OOX
30
85.71%
35
100.00%
10
16.39X
1
1.64%
0
0.00%
0
0.00%
50
81.97%
61
100.00%
1
1.45%
1
1.45%
19
27.54%
0
0.00%
48
69.57%
69
100.00%
7
7.61%
0
0.00%
0
0.00%
7
7.61%
78
84.78%
92
100.00%
0
O.OOX
0
0.00%
0
0.00%
0
0.00%
17
100.00%
17
100.00%
0
O.OOX
0
0.00%
0
0.00%
0
0.00%
56
100.00%
56
100.00%
1
2.08X
0
0.00%
0
0.00%
0
0.00%
47
97.92%
48
100.00%
8
11.43%
1
1.43%
1
1.43%
0
0.00%
60
85.71%
70
100.00%
66
0.00%
3
0.00%
21
0.00%
7
0.00%
440
0.00%
537
0.00%
3.What is your position at Region 10?
Administrative
RA's Offic
e, Tribal,
Enforcemen
t and
Position 20
ColX. 34.48%
Senior Environmental Employee (SEE) 8
Col% 13.79%
Other Staff
Unit Manager,
25
Col% 43.10%
Office of
Regional
Counsel
8
25.81%
1
3.23%
. 19
61.29%
Director, DRA, RA, (not teamleader)
5 3
Col% 8.62% 9.68%
Total 58
ColX 100.00%
31
100.00%
Office of .Ecosystems Environmen Environmen Office Management Waste and Office of Tot
Air Qualit and Commun tal Assess tal Cleanu for Innova Programs Chemicals Water
y ities ment p tion Management
2
5.71%
2
5.71%
28
80.00%
3
8.57%
35
100.00%
4
6.45X
7
1 1 .29%
46
74.19%
5
8.06X
62
100.00%
11
15.71%
1
1 .43%
54
77.14%
4
5.71%
70
100.00%
10
10.87%
9
9.78%
67
72.83%
6
6.52%
92
100.00%
2
11.11%
2
11.11%
13
72.22%
1
5.56%
18
100.00%
21
38.18%
2
3.64%
27
49.09%
5
9.09%
55
100.00%
4
8.51%
4
8.51%
35
74.47%
4
8.51%
47
100.00%
6
8.22%
3
4.11%
58
79.45%
6
8.22%
73
100.00%
88
0.00%
39
0.00%
372
O.OOX
42
0.00%
541
O.OOX
-------
4. I can describe Region 10's values, Vision, and Mission Statements.
I
^£t
RA's Offic Office of
e, Tribal, Regional
Enforcemen Counsel
t and
Yes
No
5.
30
ColX 53.57X
26
ColX 46.43%
Total 56
ColX' 100. OCX
1 can describe Region
17
53.13X
15
46.88X
32
100. OOX
Office of
Air Qua lit
V
17
48.57X
18
51.43X
35
100. OOX
Ecosystems
and Commun
ities
40
64.52X
22
35.48X
62
100. OOX
Environmen
tal Assess
ment
33
48.53X
35
51.47X
68
100. OOX
Envi ronmen
tal Cleanu
P
55
59.78X
37
40.22X
92
100.00X
Office
for Innova
tion
12
70.59X
5
29.41X
17
100.00%
Management
Programs
32
59.26X
22
40.74X
54.
100.00X
Waste and
Chemicals
Management
35
72.92X
13
27.08X
48
100.00%
Office of
Water
48
65.75X
25
34.25X
73
100.00%
Total
319
O.OOX
218
0.00%
537
0.00%
10's "Strategic Directions."
RA's Offic Office of
e, Tribal, Regional
Enforcemen Counsel
t and
Yes
No
6.
23
ColX 41.07%
33
ColX 58.93X
Total 56
ColX 100.00%
I can describe Region
7
21 .MX
25
78.13X
32
100. oox
Office of
Air dual it
y
10
28.57X
25
71.43%
35
100. OOX
Ecosystems
and Commun
ities
30
49.18X
31
50.82%
61
100. OOX
Environmen
tal Assess
ment
19
27.54%
50
72.46%
69
100. OOX
Envi ronmen
tal Cleanu
P
30
32.61X
62
67.39X
92
100. OOX
Office
for Innova
tion
6
35.29X
11
64. 7U
17
100. OOX
Management
Programs
17
31.48X
37
68.52%
54
100.00%
Waste and
Chemicals
Management
21
43.75%
27
56.25X
48
100. OOX
Office of
Water
30
40.54X
44
59.46%
74
100. OOX
Total
193
O.OOX
345
0.00%
538
0.00%
10's Leadership Philosophy.
RA's Offic Office of
e, Tribal, Regional
Enforcemen Counsel
t and
Yes
No
29
ColX 51.79X
27
ColX 4S.21X
Total 56
ColX 100. OOX
12
37. SOX
20
62. SOX
32
100. OOX
Office of
Air dual it
y
H
40. OOX
21
60. OOX
35
100. OOX
Ecosystems
and Conmun
ities
33
54.10X
28
45.90X
61
100.00X
Envi ronmen
tal Assess
ment
28
41.18%
40
58.82X
68
100. OOX
Environmen
tal Cleanu
P
47
51.65X
44
48.35X
91
100. OOX
Office
for Innova
tion
13
76.47X
4
23.53X
17
100. OOX
Management
Programs
28
51.85X
26
48.15%
54
100.00%
Waste and
Chemicals
Management
28
59.57X
19
40.43%
47
100. OOX
Office of
Water
34
45.95%
40
54.05%
74
100.00%
Total
266
0.00%
269
0.00%
535
0.00%
-------
7. Region 10 Senior Executives and Unit Managers "walk the talk" as related to the Region's stated values, vision, and mission.
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
RA'S Offic
e, Tribal,
Enforcemen
t and
A
7.1 AX
20
35.71X
13
23.21X
6
10.71X
0
O.OOX
13
23.21X
56
100.00X
Office of
Regional
Counsel
0
O.OOX
6
18.75X
10
31.25X
2
6.25X
0
O.OOX
1A
A3.75X
32
100.00X
Office of
Air Qualit
y
1
2.9AX
2
5.88%
12
35.29X
A
11.76%
A
11.76%
11
32.35%
3A
100.00X
i
22) 8. I know who my stakeholders/customers are.
^ RA's Offic Office of Office of
e, Tribal, Regional Air Qualit
Enforcemen Counsel y
t and
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
23
A1.07X
23
A1.07X
2
3.57%
0
O.OOX
1
1.79X
7
12.50X
56
100. OOX
A
13.33X
16
53.33X
3
10.00%
0
O.OOX
2
6.67%
5
16.67%
30
100. OOX
12
34.29%
17
A8.57X
A
11.A3X
1
2.86X
0
O.OOX
1
2.86X
35
100. OOX
Ecosystems
and Commun
ities
1
1.61X
22
35.A8X
18
29.03X
9
14.52%
A
6.45X
8
12.90X
62
100.00X
Ecosystems
and Commun
ities
19
31.15X
34
55.7AX
3
A.92X
3
A.92X
0
O.OOX
2
3.28X
61
100. OOX
Environmen
tal Assess
ment
2
2.90X
18
26.09X
12
17.39X
9
13.0AX
10
14.49X
18
26.09X
69
100.00%
Environmen
tal Assess
ment
19
27.14%
37
52.86X
5
7.1 AX
2
2.86%
2
2.86X
5
7.1AX
70
100.00X
Environmen
tal Cleanu
P
A
A.AOX
3A
37.36X
2A
26.37X
10
10.99X
8
8.79X
11
12.09X
91
100. OOX
Environmen
tal Cleanu
P
34
36.96%
AS
52.17%
2
2.17X
A
A.35X
0
O.OOX
A
A.35X
92
100.00X
Office
for Irmova
tion
0
O.OOX
7
38.89X
6
33.33X
3
16.67%
1
5.56X
1
5.56%
18
100.00%
Office
for Innova
tion
10
55.56%
7
38.89%
0
O.OOX
0
O.OOX
0
0.00%
1
5.56%
18
100.00%
Management
Programs
0
O.OOX
17
32.08X
20
37.7AX
10
18.87%
5
9.A3X
1
1.89X
53
100. OOX
Management
Programs
31
58.A9X
17
32.08X
0
O.OOX
1
1.89X
2
3.77X
2
3.77X
53
100.00X
Waste and
Chemicals
Management
1
2.22X
8
17.78X
2A
53.33%
3
6.67X
1
2.22X
8
17.78X
AS
100. OOX
Waste and
Chemicals
Management
15
32.61X
27
58.70X
3
6.52X
0
O.OOX
0
O.OOX.
1
2. in
A6
100. OOX
Office of
Water
2
2.70X
30
A0.5AX
16
21.62X
6
8.11X
3
A.05%
17
22.97%
74
100.00%
Office of
Water
25
35.71X
32
45.71X
7
10. OOX
2
2.86%
1
1.43%
3
4.29%
70
100.00%
Total
15
O.OOX
164
O.OOX
155
O.OOX
62
O.OOX
36
O.OOX
102
O.OOX
534
0.00%
Total
192
O.OOX
258
0.00%
29
O.OOX
13
O.OOX
8
O.OOX
31
0.00%
531
O.OOX
-------
9. I know what stakeholders/customers went from Region 10, in general.
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
CotX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
RA'S Offic
e, Tribal,
Enforcemen
t and
11
19.64X
27
48.21X
11
19.64X
0
O.OOX
0
O.OOX
7
12.50X
56
100.00%
10. In Region 10 we work as an
STRONGLY AGREE
ColX
AGREE
ColX
OH THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
CotX
Total
ColX
RA's Offic
e. Tribal,
Enforcemen
t and
2
3.57%
20
35.71X
15
26.79X
12
21 .43%
1
1.79X
6
10.71X
56
100. OOX
Office of
Regional
Counsel
1
3.13X
11
34.38X
7
21.88X
2
6.2SX
2
6.2SX
9
28.13X
32
100.00%
integrated
Office of
Regional
Counsel
2
6.25%
12
37.50X
6
18.75X
4
12. SOX
1
3.13X
7
21.88X
32
100, OOX
Office of
Air dual it
y
5
14.71X
19
55.88X
5
14.71X
2
5.88X
0
O.OOX
3
8.82X
34
100.00X
team to best
Office of
Air Qua I it
y
0
O.OOX
2
5.88X
11
32.35X
11
32.35X
5
14.71X
5
14.71X
34
100. OOX
Ecosystems
and Commun
ities
12
19.35X
29
46.77X
10
16.13X
6
9.68X
0
O.OOX
5
8.06%
62
100.00%
Envfronmen
tal Assess
ment
11
15.71X
32
45.71X
14
20.00%
4
5.71X
2
2.86X
7
10.00%
70
100.00%
Envi ronmen
tal Cleanu
P
9
9.89X
55
60.44X
17
18.68X
1
1.10X
1
1.10X
8
8.79%
91
100. OOX
Office
for Innova
tion
3
16.67X
8
44.44X
2
11.11X
3
16.67X
0
O.OOX
2
11.11X
18
100. OOX
Management
Programs
10
18.87X
27
50.94X
11
20.75%
1
1.89X
1
1.89X
3
5.66%
53
100. OOX
Waste and
Chemicals
Management
5
10.87X
29
63.04X
10
21.74%
1
2.17%
0
0.00%
1
2. 17%
46
100.00%
Office of
Water
9
12.16%
40
54.05X
13
17.57%
7
9.46X
0
0.00%
5
6.76%
74
100.00%
Total
76
O.OOX
277
O.OOX
100
O.OOX
27
O.OOX
6
O.OOX
50
O.OOX
536
O.OOX
serve our stakeholders/customers.
Ecosystems
and Commun
ities
0
O.OOX
11
17.74X
17
27.42X
20
32.26%
9
14.52X
5
8.06X
62
100. OOX
Envi ronmen
tal Assess
ment
7
10. OOX
19
27.14X
16
25.71X
10
14.29*
9
12.86X
7
10.00X
70
100. OOX
Envi ronmen
tal Cleanu
P
4
4.35X
32
34.78X
23
25. OOX
23
25. OOX
7
7.61X
3
3.26X
92
100. OOX
Office
for Innova
tion
1
5.56X
2
11.11X
a
44.44X
3
16.67X
3
16.67X
1
5.56X
18
100. OOX
Management
Programs
4
7.55%
21
39.62%
16
30.19%
9
16.98%
2
3.77%
1
1.89X
53
100.00%
Waste and
Chemicals
Management
2
4.17%
16
33.33X
17
35.42%
11
22.92%
2
4.17%
0
O.OOX
48
100.00%
Office of
Water
1
1.39%
18
25.00%
24
33.33X
23
31.94X
2
2.78X
4
5.56X
72
100. OOX
' Total
23
O.OOX
153
O.OOX
155
O.OOX
126
O.OOX
41
0.00%
39
0.00%
537
O.OOX
-------
11. I get the training and resources needed to carry out my work most effectively.
Sb
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
RA's Of fie
e, Tribal,
Enforcemen
t and
11
19.30X
26
45.61%
10
17.54X
5
8.77X
2
3. SIX
3
5.26X
57
100. OOX
Office of
Regional
Counsel
4
13.33X
11
36.67X
4
13.33X
8
26.67X
2
6.67%
1
3.33%
30
100.00%
12. Region 10' s management serves as role
STRONGLY AGREE
ColX
AGREE
Cot*
ON THE FENCE
ColX
DISAGREE
Col%
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
RA's Of fie
e, Tribal,
Enforcemen
t and
5
8.93X
27
48.21X
12
21.43X
4
7.14%
2
3.57%
6
10.71%
56
100.00%
Office of
Regional
Counsel
1
3. 13X
10
31.25%
7
21.88%
8
25.00%
0
0.00%
6
18.75*
32
100.00%
Office of
Air Qualit
y
0
O.OOX
11
31.43%
9
25.71X
12
34.29%
3
8.57%
0
0.00%
35
100.00%
Ecosystems Environmen
and Coramun tal Assess
ities ment
3
4.84%
24
38.71%
15
24.19X
14
22.58%
6
9.68%
0
O.OOX
62
100. OOX
7
10.00%
36
51.43%
14
20. OOX
8
11.43%
4
5.71%
1
1.43X
70
100. OOX
Environmen
tal Cleanu
P
11
11.96X
36
39.13%
18
19.57%
24
26.09%
3
3.26%
0
O.OOX
92
100. OOX
Office
for Imova
tlon
4
22.22%
5
27.78%
3
16.67%
5
27.78X
0 .
O.OOX
1
5.56%
18
100.00%
Management Waste and
Programs Chemicals
Management
9
16.98%
25
47.17%
6
11.32%
7
13.21X
6
11.32%
0
O.OOX
53
100. OOX
2
4.26X
19
40.43X
16
34.04X
9
19.15%
1
2.13%
0
O.OOX
47
100.00X
Office of
water
5
6.76%
30
40.54%
14
18.92%
18
24.32%
5
6.76X
2
2. 70%
74
100.00%
Total
56
0.00%
223
0.00%
109
0.00%
110
O.OOX
32
O.OOX
8
0.00%
538
O.OOX
models and lead by example.
Office of
Air Qualit
y
0
O.OOX
4
11.43%
10
28.57X
10
28.57X
7
20.00%
4
11.43%
35
100.00%
Ecosystems Environmen
and Cornnun tal Assess
ities ment
0
O.OOX
21
33.87%
13
20.97X
19
30.65%
7
11.29%
2
3.23%
62
100.00%
2
2.86%
18
25.71%
21
30.00%
13
18.57%
10
14.29%
6
8.57%
70
100.00%
Envi ronmen
tal Cleanu
P
7
7.61X
32
34.78%
23
25.00%
22
23.91X
4
4.35%
4
4.35%
92
100.00%
Office
for Innova
tion
0
0.00%
7
38.89%
6
33.33%
3
16.67%
1
5.56%
1
5.56%
18
100.00%
Management
Programs
2
3.85X
15
28.85%
20
38.46%
9
17.31X
6
11.54%
0
O.OOX
52
100.00%
Waste and
Chemicals
Management
1
2.08%
16
33.33%
13
27.08%
12
25.00%
3
6.25%
3
6.25%
48
100.00%
Office of
Water
5
6.85%
24
32.88%
27
36.99X
6
8.22%
6
8.22X
5
6.85%
73
100.00%
Total
23
O.OOX
174
O.OOX
152
O.OOX
106
0.00%
46
O.OOX
37
0.00%
538
O.OOX
-------
13. There is an organizational climate within Region 10 that encourages risk taking.
RA'S Offic
e. Tribal,
Enforcemen
t and
STRONGLY AGREE
ColX
AGREE
C0l%
ON THE FENCE
ColX
DISAGREE
CotX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
U. Region 10 tries
STRONGLY AGREE
ColX
AGREE
ColX
OH THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
3
5.26X
23
40.35X
15
26.32X
4
7.02X
2
3.51X
10
17.54X
57
100.00%
to develop
RA'S Offic
e, Tribal,
Enforcemen
t and
14
25.00%
29
51.79X
6
10.71X
1
i.m
0
O.OOX
6
10.71X
56
100. OCX
Office of Office of
Regional Air Qualit
Counsel y
1
3.33X
8
26.67%
6
20.00X
8
26.67X
2
6.67X
5
16.67X
30
100.00*
and value a
Office of
Regional
Counsel
5
16.13X
19
61.29X
6
19.35X
1
3.23%
0
O.OOX
0
O.OOX
31
100. OOX
0
O.OOX
8
22.86X
4
11.43X
13
37.14X
6
17. HX
4
11.43X
35
100. OOX
culturally
Office of
Air Qualit
y
2
5.71X
20
57.14X
5
14.29X
4
11.43X
1
2.86X
3
8.57X
35
100. OOX
Ecosystems
end Cornnun
{ties
3
4.84X
16
25.81X
15
24.19X
12
19.35X
12
19.35X
4
6.45X
62
100. OOX
Environmen
tal Assess
ment
3
4.29X
19
27.14X
13
18.57X
17
24.29X
11
15.71X
7
10. OOX
70
100.00X
Environmen
tal Cleenu
P
6
6.S2X
30
32.61X
23
25.00X
19
20.65X
10
10.87X
4
4.35X
92
100. OOX
Office
for Innova
tion
0
o.oox
7
38.89%
4
22.22X
4
22.22X
2
11. m
i
5.56X
18
100.00X
Management
Programs
1
1.69X
14
26.42X
16
30.19X
9
16.98X
8
15.09X
5
9.43X
53
100. OOX
Waste and
Chemicals
Management
1
2.08X
a
16.67X
20
41.67X
10
20.83X
3
6.25X
6
12. SOX
48
100.00X
Office of
Water
3
4.05X
20
27.03X
20
27.03X
24
32.43X
2
2.70X
5
6.76X
74
100. OOX
Total
21
O.OOX
153
O.OOX
136
O.OOX
120
O.OOX
.58
O.OOX
51
O.OOX
539
O.OOX
diverse workforce;
Ecosystems
and Comaiin
ities
11
17.74X
26
41.94X
14
22.58X
4
6,45*
4
6.45X
3
4.84X
62
100. OOX
Environmen
tal Assess
ment
16
23.53X
32
47.06X
9
13.24X
4
5.88X
1
1.47X
6
8.82X
68
100. OOX
Environmen
tal C leanu
P
12
13.04X
50
54.35X
16
17.39X
5
5.43X
2
2.17X
7
7.61X
92
100. OOX
Office
for Innova
tion
5
27.78X
7
38.89X
4
22.22X
1
5.56X
0
O.OOX
1
5.56X
16
100. OOX
Management
Programs
10
18.87X
28
52.83%
5
9.43X
6
11.32X
4
7.55X
0
O.OOX
53
100. OOX
Waste and
Chemicals
Management
10
21.28X
24
51.06X
6
17.02X
2
4.26X
1
2.13X
2
4.26X
47
100. OOX
Office of
Water
17
23.29X
29
39.73X
13
17.81X
2
2.74X
0
O.OOX
12
16.44X
73
100. OOX
Total
102
O.OOX
264
O.OOX
86
O.OOX
30
O.OOX
13
O.OOX
40
O.OOX
535
O.OOX
-------
15. Region 10's management listens to its employees' needs and interests.
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
RA's Offic
e. Tribal,
Enforcemen
t and
10
17.54X
28
49.12X
9
15.79X
4
7.02X
2
3.51X
4
7.02X
57
100. OOX
po
i
9-3 16. Employees in my office ask
\
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
RA'S OffiC
e. Tribal,
Enforcemen •
t and
16
28.07X
26
45.61X
8
14.04%
2
3.51X
0
O.OOX
5
8.77X
57
100. OOX
Office of
Regional
Counsel
4
12.90X
10
32.26X
10
32.26X
4
12.90X
1
3.23X
2
6.45X
31
100.00X
Office of
Air dual it .
y
1
2.86X
7
20. OOX
7
20. OOX
11
31 .43X
6
17.14X
3
8.57X
35
100. OOX
for, and listen to the
Office of
Regional
Counsel
3
9.38X
13
40.63X
9
28.13X
'1
3.13X
0
O.OOX
6
18.75X
32
100. OOX
Office of
Air dual it
y
3
8.57X
18
51 .43X
6
17.14X
2
5.71X
2
5.71X
4
11.43X
35
100. OOX
Ecosystems
and Commun
ities
5
8.20X
.32
52.46X
9
14.75X
8
13.11X
4
6.S6X
3
4.92X
61
100. OOX
Environmen
tal Assess
ment
6
8.57X
34
48.57X
16
22.86X
4
5.71X
7
10.00X
3
4.29X
70
100. OOX
feedback/suggestions of
Ecosystems
and Commun
ities
8
12.90X
37
59.68X
8
12.90X
2
3.23X
1
1.61X
6
9.68X
62
100. OOX
Environmen
tal Assess
ment
8
11.43X
39
55.71X
9
12.86X
2
2.86X
1
1.43X
11
15.71X
70
100. OOX
Envi ronmen
tal Cleanu
P
15
16.30X
35
38.04X
20
21.74X
13
14.13X
6
6.52X
3
3.26X
92
100.00X
Office
for Innova
tion
1
5.56X
9
50. OOX
7
38.89X
0
O.OOX
0
O.OOX
1
5.56X
18
100. OOX
Management
Programs
10
19.23X
21
40.38X
12
23.08X
5
9.62X
4
7.69X
0
O.OOX
52
100.00X
Waste and
Chemicals
Management
6
12.77X
22
46.81X
12
25.53X
3
6.38X
2
4.26X
2
4.26X
47
100.00X
Office of
Water
6
8.33X
33
45.83X
18
25. OOX
5
6.94%
4
5.56X
6
8.33X
72
100. OOX
Total
64
O.OOX
231
O.OOX
120
O.OOX
57
O.OOX
36
O.OOX
27
O.OOX
535
O.OOX
stakeholders/customers.
Envi ronmen
tal Cleanu
P
11
11.96X
52
56.52X
15
16.30X
4
4.35X
0
O.OOX
10
10.87X
92
100. OOX
Office
for Innova
tion
10
55.56X
6
33.33X
1
5.56X
0
O.OOX
0
O.OOX
1
5.56X
18
100.00X
Management
Programs
10
18.87X
27
50.94X
11
20.75X
4
7.55X
0
O.OOX
1
1.89X
53
100.00X
Waste and
Chemicals
Management
4
8.33X
32
66.67X
5
10.42X
2
4.17X
0
O.OOX
5
10.42X
48
100.00X
Office of
Water
8
10.81?.
34
45.95X
16
21.62X
4
5.41X
0
O.OOX
12
16.22X
74
100. OOX
Total
81
O.OOX
284
O.OOX
88
O.OOX
23
O.OOX
4
O.OOX
61
. O.OOX
541
O.OOX
-------
17. Enployees In my office take action based cm stakeholder/customer feedback/suggestions.
i
JO
RA's Offlc Office of
e, Tribal, Regional
Enforcemen Counsel
t and
STRONGLY AGREE
ColX
AGREE
CoiX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total"
ColX.
18. During the past
12
21.05%
25
43.86%
9
15.79%
2
3.51%
0
0.00%
9
15.79X
57
100.00%
year. Region
1
3.23X
14
45.16X
7
22.58%
1
3.23X
0
0.00%
8
25.81X
31
100. OOX
Office of
Air Ouatit
y
1
2.86X
15
42.86%
8
22.86%
4
11.43%
. 1
2.B6X
6
17.14%
35
100. OOX
Ecosystems
and Comnun
ttles
6
9.68%
28
45.16%
14
22.58%
3
4.84%
1
1.61%
10
16.13%
62
100.00%
Environmen
tal Assess
went
. 5
7.14%
43
61.43X
4
5.71%
5
7.14%
1
1.43%
12
17.14%
70
100.00%
10 employees I know have often made promises
RA's Offic Office of
e, Tribal, Regional
Enforcemen Counsel
t and
STRONGLY AGREE
ColX
AGREE
CotX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
2
3.51X
6
10.53%
11
19.30X
14
24.56%
3
5.26X
21
36.84X
57
. 100.00X
0
O.OOX
3
9.38X
3
9.38X
9
28.13X
X
9.38X
14
43.75%
32
100.00%
Office of
Air QuaUt
y
0
O.OOX
4
11.43X
5
14.29%
14
40.00%
0
O.OOX
12
34.29%
35
100.00%
Ecosystems
and Comnun
ities
2
3.23%
9
14.52X
5
8.06%
19
30.65%
4
6.45%
23
37.10%
62
100.00%
Environmen
tal Assess
ment
3
4.29%
2
2.86%
11
15.71%
28
40.00%
3
4.29%
23
32.86%
70
100.00%
Enviroranen
tal C leanu
P
9
9.78%
51
55.43%
20
21.74%
2
2.17%
0
O.OOX
10
10.87%
92
100.00%
Office
for Innova
tion
9
50.00%
5
27.78%
2
11.11%
0
0.00%
0
0.00%
2
11.11%
18
100. OOX
Management
Programs
10
19.23%
30
57.69%
10
19.23X
0
0.00%
0
0.00%
2
3.85%
52
100.00%
to their stakeholder/customers that
Envi rorroen
tal Cleanu
P
0
O.OOX
10
10.87%
18
19.57%
33
35.87%
8
8.70%
23
25.00%
92
100.00%
Office
for Innova
tion
0
O.OOX
3
16.67X
4
22.22%
5
27,78%
2
11.11%
4
22.22%
18
100. OOX
Management
Programs
1
1.89%
7
13.21%
11
20.75%
14
26.42%
5
9.43%
15
28.30%
53
100.00%
Waste and
Chemicals
Management
2
4.26%
31
65.96%
8
17.02%
1
2.13%
0
0.00%
5
10.64%
47
100.00%
Office of
Water
8
10.96%
29
39.73%
18
24.66%
5
6.85%
0
0.00%
13
17.81%
73
100.00%
Total
63
0.00%
271
0.00%
100
0.00%
23
O.OOX
3
0.00%
77
0.00%
537
0.00%
were not fulfilled.
Waste and
Chemicals
Management
0
0.00%
3
6.25%
3
6.25%
18
37.50X
7
14.58%
17
35.42%
48
100.00%
Office of
Water
1
1.37%
14
19.18%
10
13.70%
18
24.66X
3
4.11%
27
36.99%
73
100.00%
Total
9
0.00%
61
O.OOX
81
0.00%
173
O.OOX
38
0.00%
179
0.00%
540
O.OOX
-------
19. Employees are actively pursuing partnership opportunities to provide successful program delivery to their stakeholders/customers.
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
20. We communicate
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
RA's Offic
e. Tribal,
Enforcemen
t and
11
19.30X
21
36.84X
13
22.81X
0
O.OOX
0
O.OOX
12
21.05X
57
100.00%
Office of
Regional
Counsel
1
3.23X
11
35.48X
6
19.35X
0
O.OOX
0
O.OOX
13
41.94X
31
100.00%
Office of
Air Qua lit
y
1
2.86X
16
45.71X
6
17.14X
3
8.57X
4
11.43X
5
14.29X
35
100.00X
Ecosystems
and Commun
ities
9
14.75X
32
52.46X
9
14.75X
1
1.64X
1
1.64%
9
14.75%
61.
100.00%
Envi ronmen
tal Assess
ment
3
4.29X
29
41.43X
9
12.86X
6
8. 57%
3
4.29X
20
28.57%
70
100.00%
Envi ronmen
tat Cleanu
P
10
10.87X
39
42.39X
19
20.65X
10
10.87X
2
2.17X
12
13.04X
92
100. OOX
Office
for frmova
tion
3
16.67X
10
55.56X
3
16.67X
1
5.56X
0
O.OOX
1
5.56X
18
100. OOX
Management
Programs
2
3.85X
17
32.69X
15
28.85X
1
1.92X
1
1.92X
16
30.77X
52
100.00%
Waste and
'Chemicals
Management
7
14.89X
24
51.06%
6
12.77X
2
4.26X
0
O.OOX
8
17.02X
47
100.00%
Office of
Water
6
8.22X
33
45.21X
14
19.18X
0
O.OOX
1
1.37X
19
26.03%
73
100.00%
Total
53
O.OOX
232
O.OOX
100
O.OOX
24
O.OOX
12
O.OOX
115
0.00%
536
O.OOX
about and celebrate each other's successes in my office.
RA's Offic
e, Tribal,
Enforcemen
t and
11
19.30X
27
47.37X
11
19.30X
2
3. SIX
1
1.75X
5
8.77X
57
100. OOX
Office of
Regional
Counsel
0
O.OOX
18
58.06X
2
6.45X
9
29.03X
1
3.23X
1
3.23X
31
100.00%
Office of
Air Dual it
Y
0
O.OOX
14
40.00%
3
8.57%
10
28.57X
4
11.43%
4
11.43X
35
100.00%
Ecosystems
and Commun
ities
1
1.64%
20
32.79%
15
24.59%
19
31.15X
2
3.28%
4
6.56%
61
100.00%
Envi ronmen
tal Assess
ment
9
12.86%
37
52.86X
11
15.71X
6
8.57%
5
7.14X
2
2.86X
70
100. OOX
Envi ronmen
tal Cleanu
P
6
6.52X
45
48.91X
22
23.91X
•14
15.22%
4
4.35X
1
1.09%
92
100. OOX
Office
for Innova
tion
8
44.44%
6
33.35%
2
11.11%
1
5.56%
0
O.OOX
1
5.56%
18
100. OOX
Management
Programs
8
15.09%
18
33.96%
15
28.30%
6
11.32%
4
7.55%
2
3.77%
53
100.00%
Waste and .
Chemicals
Management
4
8.51%
24
51.06%
11
23.40%
4
8.51%
2
4.26X
2
4.26%
47
100. OOX
Office of
Water
9
12.16%
30
40.54%
13
17.57%
15
20.27%
3
4.05%
4
5.41X
74
100.00X
Total
56
. 0.00%
239
0.00%
105
O.OOX
86
O.OOX
26
O.OOX
26
O.OOX
538
O.OOX
-------
21. I give others feedback that helps Inprove overall performance in my office/region.
pn
i
SO
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
RA's Offfc
e, Tribal,
Enforeemen
t and
7
12.28X
36
63.16X
5
8.77X
2
3.51X
0
O.OOX
7
12.28X
57
100.00X
22. 1 receive feedback from my
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
RA's Offic
e. Tribal,
Enforeemen
t and
11
19.30X
26
45.61%
10
17.54X
5
8.77X
0
O.OOX
5
8.77X
57
100. OOX
Office of
Regional
Counsel
2
6.45X
22
70.97X
5
16.13X
2
6.45X
0
O.OOX
0
O.OOX
31
100. OOX
peers that
Office of
Regional
Counsel
2
6.25X
20
62. SOX
6
18.75X
4
12.50X
0
O.OOX
0
O.OOX
32
100.00X
Office of Ecosystems
Air Qua If t and Commun
y ities
1
2.94X
22
64.71X
5
U.71X
4
11.76X
0
O.OOX
2
5.&BX
34
100.00X
helps improve
Office of
Air Qualit
y
0
O.OOX
14
40. OOX
5
14.29X
13
37.14%
1
2.86X
2
5.71X
35
100.00X
2
3.28X
38
62.30X
11
18.03X
5
8.20X
1
1.64X
4
6.56%
61
100.00X
Environmen
tal Assess
ment
7
10. OOX
41
58.57X
14
20. OOX
3
4.29%
2
2.86X
3
4.29%
70
100. OOX
overall performance in
Ecosystems
and Commun
ities
3
4.84X
31
50. OOX
14
22.58X
10
16.13X
2
3.23X
2
3.23X
62
100.00X
Environmen
tal Assess
ment
4
5.71X
34
48.57X
15
21.43X
8
11.43X
6
8.57X
3
4.29X
70
100.00X
Environmen
tal Cleanu
P
9
9.89X
56
61.54X
13
14.29X
9
9.89X
0
O.OOX
4
4.40%
91
100. OOX
Office
for Innova
tion
8
44.44X
7
38.89X
2
11. m
0
O.OOX
0
O.OOX
1
5.56X
18
100. OOX
Management
Programs
6
11.54X
27
51 .92X
13
25. OOX
3
5.77X
1
1.92%
2
3.85X
52
100. OOX
Waste and
Chemicals
Management
5
10.64X
33
70.21X
6
12.77X
2
4.26X
0
O.OOX
1
2.13X
47
100. OOX
Office of
Water
5
6.85X
37
50.68X
19
26.03X
4
5.48X
0
O.OOX
8
10.96X
73
100. OOX
Total
52
O.OOX
319
O.OOX
93
O.OOX
34
O.OOX
4
O.OOX
32
O.OOX
534
O.OOX
my office/region.
Envi ronmen
tal Cleanu
P
3
3.26%
46
50.00X
19
20.65X
21
22.83X
2
2.17X
1
1.09%
92
100.00X
Office
for Innova
tion
9
50. OOX
7
38.89X
1
5.56X
0
O.OOX
0
O.OOX
1
5.56X
18
100. OOX
Management
Programs
3
5.66X
27
' 50.94X
14
26.42%
7
13.21X
1
1.89X
1
1.89X
53
100. OOX
Waste and
Chemicals'
Management
4
8.33%
29
60.42X
6
12. SOX
6
12.50X
1
2.08X
2
4. 17%
48
100. OOX
Office of
Water
3
4.05X
39
52.70X
15
20. 2 A
10
13. SIX
3
4.05X
4
5.41X
74
100. OOX
Total
42
O.OOX
273
O.OOX
105
O.OOX
84
O.OOX
16
O.OOX
21
O.OOX
541
O.OOX
-------
23. My offfee has high work quality.
RA's Offic Office of
e, Tribal, Regional
Enforcemen Counsel
t and
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
O"
1
Sb
,-c^ 24. During the past
19
33.33%
27
47.37%
4
7.02%
1
1.75%
0
0.00%
6
10.53%
57
100.00%
year. Region
11
35.48X
19
61.29%
1
3.23X
0
O.OOX
0
O.OOX
0
O.OOX
31
100.00%
Office of Ecosystems Environmen Environmen Office
Air dual it and Commun tal Assess tal Cteanu for Innova
y fties roent p Hon
2
5.71%
12
34.29%
8
22.86%
5
14.29%
2
5.71%
6
17.14%
35
lOO.'OOX
10 managers have often
RA's Offic Office of
e, Tribal, Regional
Enforcemen Counsel
t and
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
3
5.26%
7
12.28%
12
21.05%
10
17.54%
3
5.26%
22
38.60%
57
100.00%
1
3.13%
1
3.13%
6
25.00%
9
28.13%
2
6.25%
11
34.38%
32
100.00%
Office of
Air dual it
y
3
8.57%
12
34.29%
7
20.00%
5
14.29%
0
. O.OOX
8
22J86X
35
100. OOX
12
19.35%
39
62.90%
6
9.68%
2
3.23%
1
1.61%
2
3.23%
62
100.00%.
made promises
28
40.00%
35
50.00%
4
5.71X
0
O.OOX
1
1.43%
2
2. 86%
70
100.00%
to Region
Ecosystems Envi ronmen
and Commun tal Assess
i t i es ment
6
9.68%
7
11.29%
14
22.58%
22
35.48%
1
1.61%
12
19.35%
62
100.00%
7
10. OOX
12
17.14%
12
17.14X
23
32.86%
2
2.86X
14
20.00%
70
100.00%
23
25. OOX
56
60.87%
3
3.26%
5
5.43X
0
O.OOX
5
5.43%
92
100.00%
10 employees
8
44.44%
5
27.78%
3
16.67%
0
O.OOX
1
5.56%
1
5.56%
18
100.00%
Management
Programs
19
35.85X
25
47.17%
6
11.32%
2
3.77%
. 1
1.89%
0
0.00%
53
100.00%
Waste and
Chemicals
Management
11
23.40%
30
63.83%
4
8.51%
1
2.13%
0
O.OOX
1
2.13%
47
100.00%
Office of
Water
18
24.66%
36
49.32%
9
12.33%
4
5.48%
1
1.37%
5
6.85%
73
100.00%
Total
151
0.00%
284
0.00%
48
O.OOX
20
O.OOX
7
O.OOX
28
0,00%
538
0.00%.
that weren't kept.
Environmen Office
tal Cleanu for Innova
p tion
8
8.70%
16
17.39%
18
19.57%
30
5
5.43%
15
16.30%
92
100.00%
1
5.56%
A
22.22%
5
27.78%
3
16:67%
1
5.56%
4
22.22%
18
100. OOX
Management
Programs
7
13.21%
11
20.75%
9
16.98%
13
24.53%
0
0.00%
13
24.53%
53
100.00%
Waste and
Chemicals
Management
3
6.25%
5
10.42%
12
25.00%
10
20.83%
1
2.08%
17
35.42%
48
100.00%
Office of
Water
7
9.46%
19
25.68%
13
17.57%
13
17.57%
4
5.41%
18
24.32%
• 74
100.00%
Total
46
0.00%
94
0.00%
110
0.00%
138
O.OOX
19
0.00%
134
O.OOX
541
0.00%
-------
25. I receive feedback from my supervisor that helps improve overall performance in our office.
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
coir.
26. My supervisor
STRONGLY AGREE
ColX
AGREE
Cot%
ON THE FENCE
ColX
DISAGREE.
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER.
ColX
Total
ColX
RA's Offic
e. Tribal,
Enforeemen
t and
10
17.54X
23
40.35X
10
17.54X
6
10.53X
2
3. SIX
6
10.53X
57
100. OOX
Office of
Regional
Counsel
7
21.88X
16
50. OOX
3
9.38X
5
15.63X
1
3.13X
0
O.OOX
32
100.00X
Office of
Air Qualit
y
0
O.OOX
13
37.14X
8
22.86%
10
28.57%
3
8.57X
1
2.86X
35
100.00%
serves primarily as a consultant to
RA's Offic
e. Tribal.
Enforcemen
t and
15
26.79X
19
33.93X
8
14.29X
5
8.93X
1
1.79X
8
14.29X
56
100. OOX
Office of
Regional
Counsel
10
32.26X
H
45.16X
4
12.90X
0
O.OOX
2
6.45X
1
3.23X
31
100.00*
Office of
Air Qualit
y
1
2.86X
12
34.29X
2
5.71X
10
28.57X
8
22.86X
2
5.71X
35
100.00X
Ecosystems
and Commun
ities
6
9.68X
38
61.29X
10
16.13%
5
8. 06%
2
3.23X
1
1.61X
62
100. OOX
staff.
Ecosystems
and Commun
ities
11
17.74%
28
45.16X
8
12.90X
6
9.68X
5
8.06X
4
6.45X
62
100. OOX
Environmen
tal Assess
tnent
10
14.29X
32
45.71X
16
22.86X
8
11.43X
3
4.29X
1
1.43X
70
100. OOX
Environmen
tal Assess
ment
13
18.57X
34
48.57X
7
10.00X
9
12.86X
4
5.71X
3
4.29X
70
100.00X
Envi ronmen
tal Cteanu
P
3
3.26X
49
53.26X
12
13.04X
16
17.39X
7
7.61X
5
5.43X
92
100. OOX
. Envi ronmen
tal Cleanu
P
22
23.91X
35
38.04X
13
14.13X
11
11.96X
8
8.70X
3
3.26X
92
100. OOX
Office
for Innova
tion
11
61.11X
3
16.67X
1
5.56X
2
11. m
0
0.00%
1
5.56X
18
100.00X
Office
for Innova
tion
8
44.44%
6
33.33%
1
5.56X
1
5.56X
0
O.OOX
2
11. m
18
100. OOX
Management
Programs
6
11.54X
23
44.23X
12
23.08%
7
13.46X
3
5.77X
1
1.92X
52
100. OOX
Management
Programs
14
26.92X
23
44.23X
7
13.46X
3
5.77X
3
5.77X
2
3.85X
52
100.00X
Waste and
Chemicals
Management
7
14.58%
28
58.33X
6
12.50X
6
12. SOX
1
2.08X
0
O.OOX
48
100.00X
Waste and
Chemicals
Management
14
29.79%
21
44.68%
5
10.64%
5
10.64X
2
4.26X
0
O.OOX
47
100. OOX
Office of
Water
8
10.96X
41
56.16X
13
17.81X
5
6.85X
3
4.11%
3
4.11X
73
100. OOX
Office of
Water
22
29.73%
30
40.54%
4
5.41%
9
12.16%
6
8.11%
3
4.05%
74
100.00%
Total
68
O.OOX
266
O.OOX
91
O.OOX
70
O.OOX
25
O.OOX
19
O.OOX
539
O.OOX
Total
130
0.00%
222
O.OOX
59
O.OOX
59
O.OOX
39
O.OOX
28
O.OOX
537
O.OOX
-------
27. My supervisor devotes adequate time and attention to coaching staff.
RA's Offic
e. Tribal,
Enforcemen
t end
m
Co
0
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX .
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
28. In my view, Region
8
14.29X
23
41.07X
9
16.07X
6
10.71X
2
3.57X
8
14.29X
56
100. OOX
Office of
Regional
Counsel
8
25. OOX
9
28.13X
7
21.88X
2
6.25X
2
6.25X
4
12. SOX
32
100. OOX
Office of Ecosystems
Air Qua lit and Commun
y ities
0 2
O.OOX 3.23X
4 28
11.43% 45.16%
6 13
17.14X 20.97X
12 10
34.29X 16.13%
9 7
25.71X 11.29X
4 2
11.43X 3.23X
35 62
100. OOX 100. OOX
Envi ronmen
tal Assess
ment
8
11.43X
22
31.43X
15
21.43X
13
18.57X
6
8.57X
6
8.57X
70
100.00X
Environroen
tal Cleanu
P
9
9.78X
24
26.09X
17
18.48%
23
25.00X
15
16.30%
4
4. 35X
92
100. OOX
Office
for Innova
tion
4
22.22X
9
50. OOX
1
5.56X
1
5.56X
2
11. 11X
1
5.56X
18
100. OOX
Management
Programs
6
11.54X
25
48.08X
10
19.23X
5
9.62X
4
7.69X
2
3.85X
52
100. OOX
Waste and
Chemicals
Management
8
16.67X
19
39.58X
12
25. OOX
8
16.67X
1
2.08X
0
0.00%
48
100. OOX
Office of
Water
5
6.85X
22
30.14X
22
30.14X
14
19.18X
5
6.85X
5
6.85X
73
100. OOX
Total
58
O.OOX
185
O.OOX
112
O.OOX
94
O.OOX
53
O.OOX
36
O.OOX
538
O.OOX
10 employees continue to expand their environmental knowledge.
RA'S Offic
e. Tribal,
Enforcemen
t and
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
11
19.64X
26
46.43X
6
10.71%
3
5. 36%
1
1.79X
9
16.07X
56
100. OOX
Office of
Regional
Counsel
3
10. OOX
18
60. OOX
4
13.33X
1
3.33X
0
O.OOX
4
13.33%
30
100.00X
Office of Ecosystems
Air Dual it and Conmun
y i t i es
3 5
8.57% 8.06X
20 36
57.14% 58.06%
3 6
8.57% 9.68X
6 8
17.14X 12.90X
0 0
O.OOX O.OOX
3 7
8.57X 11.29X
35 62
100.00% 100.00%
Environroen
•tal Assess
ment
7
10.14%
41
59.42X
10
14.49%
3
4.35X
2
2.90X
6
8.70X
69
100.00%
Envi ronmen
tal Cleanu
P
10
10.87X
47
51.09X
16
17.39%
8
8.70X
1
1.09X
10
10;87X
92
100. OOX
Office
for Innova
tion
3
16.67X
9
50. OOX
3
16.67X
1
5.56X
0
O.OOX
2
11. m
18
100. OOX
Management
Programs
9
16.98%
30
56.60%
10
18.87X
0
O.OOX
1
1.89X
3
5.66X
53
100. OOX
Waste and
Chemicals'
Management
13
27.66%
23
48.94%
6
12.77%
3
6.38%
0
O.OOX
2
4.26X
47
100. OOX
Office of
Water
8
10.96%
38
52.05%
14
19.18%
4
5.48%
1
1.37X
a
10.96X
73
100. OOX
Total
72
O.OOX
288
O.OOX
78
O.OOX
37
O.OOX
6
O.OOX
54
O.OOX
535
O.OOX
-------
29. The "solution of first choice" for Region 10 and Its partners is pollution prevention.
i
Go
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
RA's Offic
e, Tribal,
Enforcemen
t and
5
8.93X
19
33.93X
12
21.43X
6
10.71X
0
O.OOX
14
25.00%
56
10Q.OOX
Office of
Regional
counsel
2
6.67X
9
30.00X
4
13.33X
5
16.67X
1
3.33X
9
30.00%
30
100.00X
Office of
Air dual It
y
5
14.29X
6
17.14%
7
20.00X
.8
22.86X
2
5.7ix
7
20.00X
35
100.00X
Ecosystems
and Commun
(ties
8
12.90X
25
40.32X
13
20.97X
.8
12.90X
2
3.23X
6
9.68X
62
100.00%
Envl ronmen
tal Assess
merit
9
13.04X
27
39.13X
10
14.49X
8
11.59X
2
2.90X
13
18.84X
69
100.00%
30. Region 10 is clear about the mix of enforcement activities that results in
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
RA's Offic
e, Tribal,
Enforcemen
t and
1
1.79X
8
14.29X
14
25.00X
7
12.50X
2
3.57X
24
42.86X
56
100.00X
Office of
Regional
Counsel
0
O.OOX
3
9.68%
5
16.13X
10
32.26X
6
19.35X
7
22.58X
31
100.00X
Office of
Air Qualit
y
0
O.OOX
0
O.OOX
6
17.14X
12
34.29X
10
28.57X
7
20.00X
35
100.00X
Ecosystems
and Commun
ities
0
O.OOX
3
4.84X
8
12.90X
21
33.87X
11
17.74X
19
30.65X
62
100.00X
Envi ronmen
tal Assess
merit
2
2.86X
9
12.86X
12
17.14X
10
14.29X
12
17.14X
25
35.71X
70
100.00X
Envi ronmen
tal Cleanu for
P
13
14.13X
31
33.70X
20
21.74X
9
9.78X
3
3.26X
16
17.39X
92
100.00X
best compliance
Envi ronmen
tal Cleanu for
P
1
1.09X
13
14.13X
24
26.09X
24
26.09X
8
8.70X
22
23.91X
Office
Innova
tion
2
11. m
3
16.67X
8
44.44X
2
11. m
0
O.OOX
3
16.67X
18
100.00X
Office
Innova
tion
0
O.OOX
1
5.56%
2
11. m
6
33.33X
3
16.67X
6
33.33X
92 16
100.00X 100.00X
Management
Programs
11
20.75X
19
35.85X
5
9.43X
2
3.77X
1
1.89X
15
28.30X
53
100. OOX
Management
Programs
3
5.66X
6
11.32X
13
24.53X
3
5.66X
1
1.89X
27
50.94X
53
100. OOX
Waste and
Chemicals
Management
8
17.02X
19
40.43X
10
21.28X
6
12.77X
0
O.OOX
4
8.51X
47
100. OOX
Waste and
Chemicals
Management
2
4.17X
9
18.75X
7
14.58X
19
39.58%
5
10.42X
6
12. SOX
48
100.00%
Office of
Water
5
6.85X
28
38.36X
10
13.70X
19
26.03X
1
1.37%
10
13.70%
73
100. OOX
Office of
Water
3
4.05X
6
8.11%
18
24.32X
16
21.62X
8
10.81X
23
31.08X
74
100. OOX
Total
68
O.OOX
186
O.OOX
99
O.OOX
73
0.00%
12
O.OOX
97
O.OOX
535
O.OOX
Total
12
O.OOX
58
O.OOX
109
O.OOX
128
O.OOX
66
O.OOX
166
O.OOX
539
O.OOX .
-------
31. Region 10 is seen as a leader of integrated environmental problem solving in the Pacific Northwest.
Or
<
Go
SO
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
RA's Offic
e, Tribal,
Enforcemen
t and
4
7.14X
13
23.21X
9
16.07%
7
12. SOX
1
1.79X
22
39.29X
56
100.00X
32. Region 10's management is
effectively deliver
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
RA's Offic
e, Tribal,
Enforcemen
t and
5
8.93X
23
41.07%
9
16.07X
4
7.UX
0
O.OOX
15
26.79X
56
100. OOX
Office of
Regional
Counsel
0
O.OOX
3
10. OOX
5
16.67X
6
20. OOX
1
3.33X
15
50. OOX
30
100. OOX
Office of
Air Qua lit
y
0
O.OOX
0
O.OOX
6
17.14X
14
40.00X
5
14.29X
10
28.57X
35
100.00X
committed to continue to
environmental services.
Office of
Regional
Counsel
1
3.23X
10
32.26X
5
16.13X
5
16.13%
0
O.OOX
. 10
32.26X
31
100. OOX
Office of
Air dual it
y
1
2.86X
8
22.86X
7
20.00X
9
25.71X
7
20.00X
3
8.57X
35
100.00X
Ecosystems
and Comnun
ities
2
3.23X
8
12.90X
12
19.35%
21
33.87X
5
8.06X
14
22.58X
62
100. OOX
Envi ronmen
tal Assess
ment
2
2.86X
10
14.29X
17
24.29X
10
14.29X
5
7.14X
26
37.14%
70
100.00X
Envi ronmen
tal Cleanu
P
1
1.09%
17
18.48X
24
26.09X
24
26.09%
2
2.17%
24
26.09X
92
100. OOX
Office
for Irmova
tion
0
0.00%
2
11.11%
3
16.67%
8
44.44%
4
22.22%
1
5.56%
18
100.00%
Management
Programs
4
7.55%
16
30.19%
10
18.87%
5
9.43%
1
1.89X
17
32.08%
53
100.00%
Waste and
Chemicals
Management
2
4.26%
8
17.02%
12
25.53%
7
14.89%
0
0.00%
18
38.30%
47
100.00%
Office of
Water
2
2.74%
15
20.55%
18
24.66%
12
16.44%
6
8.22%
20
27.40%
73
100.00%
Total
17
O.OOX
92
0.00%
116
0.00%
114
O.OOX
30
O.OOX
167
0.00%
536
O.OOX
make organizational changes to
Ecosystems
and Commun
ities
3
4.84X
30
48.39%
11
17.74X
5
8.06X
3
4. 84%
10
16.13X
62
100. OOX
Envi ronmen
tal Assess
ment
3
4.29%
20
28.57X
18
25.71X
6
8.57X
8
11.43X
15
21.43X
70
100.00X
Envi ronmen
tal Cleanu
P
6
6.52X
33
35.87%
22
23.91X
14.
15.22X
5
5.43X
12
13.04%
92
100.00%
Office
for Innova
tion
3
16.67%
4
22.22%
6
33.33%
2
11.11%
0
O.OOX
3
16.67%
18
100. OOX
Management
Programs
5
9.43X
19
35.85%
16
30.19%
1
1.89%
2
3.77%
. 10
18.87%
53
100.00%
Waste and
Chemicals
Management
3
6.25%
20
41.67%
14
29.17%
6
12.50%
0
0.00%
5
10.42%
48
100.00%
Office of
Water
8
10.96%
24
32.88%
18
24.66%
5
6.85%
2
2.74%
16
21.92%
73
100.00%
Total
38
O.OOX
191
O.OOX
126
0.00%
57
0.00%
27
O.OOX
99
O.OOX
538
O.OOX
-------
33. As a result of the reorganization, my unit has chosen .to disinvest in certain parts of our program
and/or services.
pn
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
RA's Offic
e, Tribal,
Enforcemen
t and
3
5.36X
13
23.21X
7
12.50X
11
19.64%
1
1.79X
21
37.50X
56
100.00%
34. In my unit/office, the work
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
RA's Offic
e, Tribal,
Enforcemen
t and
4
7.14X
15
26.79%
8
14.29X
7
12. SOX
1
1.79X
21
37.50%
56
100.00X
Office of Office of
Regional Air Qualit
Counsel y
0
o.oox
2
6.67X
3
10.00%
11
36.67%
A
13.33X
10
33.33X
30
100.00%
assignments
Office of
Regional
Counsel
0
O.OOX
13
40.63X
7
21.88%
6
18.75%
1
3.13X
5
15.63%
32
100.00%
0
o.oox
6
17.14%
4
11.43%
12
34.29%
6
17.14%
7
20.00X
35
100.00%
Ecosystems
and Confliun
Hies
3
4.84X
25
40.32X
11
17.74X
12
19.35X
3
4. 84%
8
12.90X
62
100. OOX
Environmen Environrnen
tal Assess tal Cleanu
ment p
1
1.43X
14
20.00X
11
15.71X
15
21.43X
7
10.00X
22
31.43X
70
100.00%
are distributed appropriately based
Office of
Air Qualit
y
0
O.OOX
0
O.OOX
5
14.29X
14
40.00X
8
22.86X
8
22.86X
35
100.00X
Ecosystems
and Cornnun
5 ties
2
3.23X
13
20.97X
14
22.58X
14
22. S8X
8
12.90X
11
17.74X
62
100.00%
1
1.11%
13
14.44X
20
22.22%
25
27.78X
7
7.78X
24
26.67X
90
100. OOX
on grade
Environmen Environmen
tal Assess tal Cleanu
merit p
1
1.43X
31
44.29X
5
7.14X
12
17.14X
4
5.71X
17
24.29%
70
100.00X
2
2.22X
23
25.56X
18
20. OOX
24
26.67X
11
12.22X
12
13.33%
90
100.00%
Office
for tnnova
tion
0
O.OOX
0
O.OOX
8
44.44X
4
22.22X
1
5.56%
5
27.78%
18
100. OOX
level.
Office
for Innova
tion
2
11.11X
5
27.78%
1
5.56X
2
11.11%
2
11. m
6
33.33X
18
100.00X
Management
Programs
2
3.77X
6
11.32%
7
13.21%
14
26.42%
4
7.55%
20
37.74%
53
100.00%
Management
Programs
1
1.89%
13
24.53X
11
20.75%
14
26.42%
5
9.43%
9
16.98%
53
100.00%
Waste and
Chemicals
Management
2
4.26%
25
53.19X
3
6.38X
9
19.15%
0
0.00%
8
17.02%
47
100.00%
Waste and
Chemicals
Management
2
4.17%
14
29.17%
8
16.67X
12
25. OOX
2
4.17%
10
20.83%
48
100. OOX
Office of
Water
6
8.22%
20
27.40%
9
12.33%
16
21 .92%
5
6.85%
17
23.29%
73
100.00%
Office of
Water
4
5.41%
23
31.08%
14
18.92%
12
16.22%
8
10.81%
13
17.57%
74
100.00%
Total
18
0.00%
124
0.00%
83
0.00%
129
O.OOX
38
0.00%
142
0.00%
534
0.00%
Total
18
O.OOX
150
O.OOX
91
O.OOX
117
O.OOX
50
O.OOX
112
0.00%
538
O.OOX
-------
35. My offfee/program fs making progress to adopt these core processes in our work.
Co
STRONGLY AGREE
Co IX
AGREE
CoU
ON THE FENCE
Co IX
DISAGREE
Co IX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
RA's Offfc
e. Tribal,
Enforeemen
t end
11
19.64X
23
41.07X
9
16.07X
0
o.oox
1
1.79X
12
21 .43%
56
100.00%
Office of
Regional
Counsel
1
3.13X
5
15.63%
4
12. SOX
4
12.50X
2
6.25X
16
50.00X
32
100.00X
Office of
Air due lit
y
1
2.86X
9
25. 71X
4
11.43X
6
17.14X
5
14.29X
10
28.57X
35
100.00X
Ecosystems
and Commun
ities
6
9.68X
35
56.4SX
9
14.52X
5
8.06X
0
O.OOX
7
11.29X
62
100. OOX
Environmen
tal Assess
meat
4
5.71X
'27
38.57X
10
14.29X
9
12.86%
2
2.86X
18
25.71X
70
100.00X
Environmen
tal Cleanu
P
5
5.49X
42
46.15X
19
20.88X
6
6.59X
5
5.49X
14
15.38X
91
100.00X
Office
for Innova
tion
8
44.44X
9
50.00X
0
O.OOX
0
O.OOX
0
O.OOX
1
5.56X
18
100. OOX
Management
Programs
2
3.77X
13
24.53X
12
22.64X
6
11.32%
3
5.66X
17
32.08%
53
100.00X
Waste and
Chemicals
Management
6
12.77X
28
59.57X
7
14.89X
0
O.OOX
1
2.13X
5
10.64X
47
100. OOX
Office of
Water
7
9.59%
37
50.68%
14
19.18%
1
1.37%
2
2.74X
12
16.44%
73
100. OOX
Total
51
O.OOX
228
O.OOX
88
O.OOX
37
O.OOX
. 21
O.OOX
112
O.OOX
537
0,00%
36. I often collaborate with others outside my office/unit.
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
CotX
CAN'T ANSWER
ColX
Total
ColX
RA's Offic
e. Tribal,
Enforeemen
t and
23
41.82X
22
40.00%
4
7.27X
2
3.64X
0
O.OOX
4
7.27X
55
100.00X
Office of
Regional
Counsel
11
35.48X
15
48.39X
1
3.23X
3
9.68X
1
3.23X
0
O.OOX
31
100. OOX
Office of
Air Dual it
y
6
17.14X
18
51.43X
3
8.57X
6
17.14X
0
O.OOX
2
5.71X
35
100.00X
Ecosystems
and Commun
ities
28
45.16X
25
40.32X
4
6.45X
3
4.84X
0
O.OOX
2
3.23X
62
100. OOX
Envi ronmen
tal Assess
ment
30
42.86X
29
41 .43X
5
7.14X
4
5.71X
1
1.43X
1
1.43X
70
100.00%
Envi ronmen
tal Cleanu
P
33
36.26X
43
47.Z5X
9
9.89X
4
4.40X
0
O.OOX
2
2.20X
91
100. OOX
Office
for Irmova
tion
10
55.56X
4
22.22%
1
5.56%
2
11.11%
0
O.OOX
1
5.56X
18
100. OOX
Management
Programs
12
22.64X
32
60.38X
5
9.43%
2
3.77X
1
1.89%
1
1.89%
53
100.00%
Waste and
Chemicals
Management
8.
17.02X
29
61.70%
7
14.89%
. 2
4. 26X
0
O.OOX
1
2.13%
47
100.00%
Office of
Water
25
34.25%
30
41.10X
8
10.96%
5
6.85X
0
O.OOX
5
6.85%
73
100.00%
Total
186
O.OOX
247
O.OOX
47
0.00%
33
O.OOX
3
O.OOX
19
0.00%
535
0.00%
-------
37. I am respected and valued for what 1 know and can do.
Co
STRONGLY AGREE
ColX
AGREE
ColX
ON THE 'FENCE
ColX
DISAGREE
CotX
STRONGLY DISAGREE
CotX
CAN'T ANSUER
ColX
Total
ColX
RA'S Offic
e. Tribal,
Enforcetnen
t and
13
23.21X
25
44.64X
5
8.93X
3
5.36X
0
O.OOX
10
.17.86X
56
100.00X
38, 1 am treated as fairly as
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
CotX
STRONGLY DISAGREE
ColX
CAN'T ANSUER
ColX
Total
ColX
RA'S Offic
a. Tribal.
Enforcemen
t and
13
22.81X
30
52.63X
7
12.28X
1
1.75X
1
1.75X
5
8.77X
57
100.00X
Office of
Regional
Counsel
5
16.13X
21
67.74X
4
12.90X
0
O.OOX
0
O.OOX
1
3.23X
31
100.00X
Office of
Air Dual it
y
2
5.71X
25
71 .43X
5
14.29X
1
2.86X
0
O.OOX
2
5.71X
35
100.00X
other members of my work
Office of
Regional
Counsel.
9
28.13X
U
43.75X
3
9.38X
2
6.25X
\
3.13X
3
9.3BX
32
100.00X
Office of
Air Dual it
y
5
14.29X
16
45.71X
5
U.29X
3
8.57X
1
2.86X
5
14.29X
35
100. OOX
Ecosystems
and Commun
ities
10
16.13X
33
53.23X
12
19.35X
3
A. MX
1
1.61X
3
4.84X
62
100. OOX
group.
Ecosystems
and Commun
ities
14
22. 58X
32
51.61X
9
H.52X
4
6.45X
2
3.23X
1
1.61%
62
100.00X
Envi ronmen
tal Assess
ment
4
5.71X
46
65.71X
9
12.86X
2
2.86%
2
2.86X
7
10. OOX
70
100. OOX
Envi ronmen
tal Assess
ment
15
21 .43X
37
52.86X
5
7.14X
4
5.71X
2
2.86X
7
10.00X
70
100.00X
Envi ronmen
tal Cleanu
P
12
13.04%
55
59.78X
9
9.78X
4
4.35X
1
1.09X
11
11.96X
92
100. OOX
Envi ronmen
tal Cleanu
P
15
16.30X
54
58.70X
8
8.70X
9
9.78X
2
2.17X
4
4.35X
92
100. OOX
Office
for Innova
tion
6
33.33X
8
44.44X
1
5.56X
1
5.56X
2
11. m
0
O.OOX
18
100. OOX
Office
for Innova
tion
6
33.33X
10
55.56X
0
O.OOX
2
11.11X
0
O.OOX
0
O.OOX
18
100.00X
Management
Programs
8
15.09X
28
52.83X
8
15.09X
2
3.77X
2
3.77X
5
9.43X
S3
100.00X
Management
Programs
6
11.32X
30
56.60X
6
11.32X
6
11.32X
3
5.66X
2
3.77X
53
100. OOX
Waste and
Chemicals
Management
8
17.02X
28
59.57X
5
10.64X
3
6.38X
0
O.OOX
3
6.38X
47
100. OOX
Waste and
Chemicals
Management
7
14.58X
29
60.42X
7
14.58X
3
6.25X
0
O.OOX
2
4.17X
48
100.00X
Office of
Water
12
16.44X
32
43.84X
11
15.07X
7
9.59X
1
1.37X
10
13.70%
73
100.00X
Office of
Water
16
21.62X
38
51.35X
4
5.41X
5
6.76X
2
2.70X
9
12.16X
74
100. OOX
Total
80
O.OOX
301
O.OOX.
69
O.OOX
26
O.OOX
9
O.OOX
52
O.OOX
537
O.OOX
Total
106
O.OOX
290
O.OOX
54
O.OOX
39
O.OOX
14
O.OOX
38
O.OOX
541
O.OOX
-------
39. I see our organization's stated value about equal opportunity for growth and advancement being put into action.
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
Co
^ 40. 1 am not aware
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
RA'S Offic
e. Tribal,
Enforcemen
t and
6
10.71X
18
32. UX
16
28.57X
3
5.36X
1
1.79X
12
21 .43X
56
100. OOX
Office of
Regional
• Counsel
3
9.68X
11
35.48X
8
25.81X
3
9.68X
0
O.OOX
6
19.35X
31
100. OOX
Office of Ecosystems Environmen Environmen
Air Qualit and Conrnun tal Assess tal Cleanu
y ities ment p
2
5.71X
6
17.14X
9
25.71X
10
28.57X
4
11.43X
4
11.43X
35
100. OOX
of any prejudicial or discriminatory
RA's Offic
e, Tribal,
Enforcemen
t and
15
26.32X
23
40.35X
8
14.04%
7
12.28X
1
1.75X
3
5.26X
57
100.00X
Office of
Regional
Counsel
7
21.88X
21
65.63X
1
3.13X
1
3.13X
1
3.13X
1
3.13X
32
100. OOX
Office of
Air Oualit
y
9
25.71X
16
45.71X
3
8.57X
1
2.86X
2
5.71X
4
11.43X
35
100.00X
6
9.84X
16
26.23X
15
24.59X
11
18.03X
7
11.48X
6
9.84X
61
100. OOX
language or
Ecosystems
and Comnun
ities
20
32.26X
25
40.32X
3
4.84X
7
11.29X
1
1.61X
6
9.68%
62
100. OOX
4
5. SOX
24
34.78X
16
23.19X
8
11.59X
7"
10. KX
10
14.49X
69
100. OOX
remarks being
4
4.35X
35
38.04X
19
20.65X
16
17.39X
7
7.61X
11
11.96X
92
100. OOX
made in
Environmen Environmen
tal Assess tal Cleanu
ment . p
18
26.09X
33
47.83X
5
7.25X
3
4.35X
4
S.SOX
6
8.70X
69
100. OOX
16
17.39X
50
54.35X
6
6.52X
10
10.87X
4
4.35X
6
6.52X
92
100.00X
Office
for Innova
tion
1
5.56X
4
22.22X
8
44.44X
1
5.56X
1
5.56X
3
16.67X
18
100. OOX
Management
Programs
3
5.66X
18
33.96X
19
35.85X
3
5.66X
6
11.32X
4
7.55X
53
100. OOX
Waste and
Chemicals
Management
4
8.51X
11
23.40X
11
23.40X
10
21.28X
3
6.38X
8
17.02X
47
100. OOX
Office of
Water
5
6.85X
18
24.66X
20
27.40X
12
16.44X
8
10.96X
10
13.70X
73
100. OOX
Total
38
O.OOX
161
O.OOX
141
O.OOX
77
O.OOX
44
O.OOX
74
O.OOX
535
O.OOX
my work place.
Office
for Innova
tion
9
52.94X
4
23.53X
1
5.88X
3
17.65X
0
O.OOX
0
O.OOX
17
100.00X
Management
Programs
10
18.87X
24
45.28X
5
9.43X
8
15.09X
3
5.66X
3
5.66X
53
100. OOX
Waste and
Chemicals
Management
13
27.08X
26
54.17X
1
2.08X
4
8.33X
0
O.OOX
4
6.33X
48
100. OOX
Office of
Water
20
27.03X
37
50. OOX
5
6.76X
5
6.76X
2
2.70X
5
6.76%
74
100. OOX
Total
137
O.OOX
259
O.OOX
38
O.OOX
49
O.OOX
18
O.OOX
38
O.OOX
539
O.OOX
-------
41. In filling jobs in Region 10, competition is open and fair.
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
42. 1 am satisfied
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
RA'S Offic
e, THbal,
Enforcemen
t and
5
8.77X
IS
26.32X
7
12.28X
8
14.04X
1
1.75X
21
36.84%
57
100.00X
Office of
Regional
Counsel
1
3.23X
13
41.94X
5
16.13X
4
12.90X
0
O.OOX
8
25. SIX
31
100. OOX
with the recognition 1
RA's Offic
e, Tribal,
Enforcemen
t and
7
12.28%
20
49.12X
9
15.79*
5
8.77X
3
5.26X
5
8.77X
57
100.QQX
Office of
Regional
Counsel
5
1S.63X
15
46.88X
2
6.25X
&
25.00X
2
6.25X
0
O.OOX
32
100.00%
Office of
Air Oualit
V
2
5.88X
4
11.76X
9
26.47X
5
14.71X
2
5.88X
12
35.29X
34
100.00X
receive for
Office of
Air Qualit
y
2
5.71X
10
28.57X
8
22.86%
10
2B.57X
3
8.57X
2
5.71X
35
100. OOX
Ecosystems
and Comnun
ities
3
4.84X
15
24.19X
10
16.13X
11
17.74X
5
8.06X
18
29.03X
62
100.00X
doing a good
Ecosystems
and Common
i ties'
9
14.52X
26
41 .94X
12
19.3SX
10
16.13X
4
6.45X
1
1.61X
62
100.00%
Environmen
tat Assess
ment
4
5.71X
24
34.29X
14
20.00X
7
10. OOX
7
10. OOX
14
20.0QX
70
100.00X
job.
Envi ronmen
tal Assess
ment
6
8.57X
38
54.29X
9
12.86X
13
18.57X
2
2.86X
2
2.86%
70
100. OOX
Envi ronmen
tal Cleanu
P
6
6.52X
31
33.70X
10
10.B7X
17
18.4BX
9
9.78X
19
20.65X
92
100. OOX
Envi ronmen
tal Cleanu
P
8
8.70X
43
46.74X
19
20.65X
13
14.13X
6
6.52X
3
3.26X
92
100.00X
Office
•for Innova
tion
1
5.S6X
6
33.33X
6
33.33X
2
11. m
i
5.56X
2
11. m
18
100.00X
Office
for Innova
tion
6
33.33X
6
33.33X
2
11.11X
3
16.67X
1
5.56X
0
O.OOX
• 18
100.00%
Management
Programs
3
5.66X
16
30.19%
15
28.30X
11
20.75X
7
13.21X
1
-1.89X
53
100. OOX
Management
Programs
4
7.55X
22
41. SIX
9
16.98X
12
22.64X
5
9.43X
1
1.89X
53
100.00%
Waste and
Chemicals
Management
1
2.13X
8
17.02X
13
27.66X
8
17.02X
3
6.38%
14
29.79X
47
100.00%
Waste and
Chemicals
Management
4
8.33X
21
43.75X
11
22.92X
8
16.67X
3
. 6.25%
1
2.08X
48
100. OOX
Office of
Water
6
8.22X
19
26.03X
13
17.81X
13
17.81X
4
5.48%
18
24.66%
73
100.00X
Office of
Water
9
12.16X
30
40.54X
21
28.38X
6
8.11X
6
8.11X
2
2.70X
74
100. OOX
Total
32
O.OOX
151
O.OOX
102
O.OOX
86
O.OOX
39
O.OOX
127
O.OOX
537
O.OOX
Total
60
O.OOX
239
O.OOX
102
O.OOX
88
O.OOX
35
O.OOX
17
O.OOX
541
O.OOX
-------
43. The people with whom I work show respect for one another.
Co
STRONGLY AGREE
CotX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
RA'S Offfc
e, Tribal,
Enforcemen
t and
15
26.32X
25
43.86%
11
19.30X
3
5.26X
1
1.75X
2
3.51X
57
100. OOX
44. I consider myself a leader
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
Cot%
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
RA's Offic
e, Tribal,
Enforcemen
t and
10
17.86X
20
35.71X
5
8.93X
4
7.14%
0
O.OOX
17
30.36X
56
100. OOX
Office of
Regional
Counsel
6
19.35X
20
64.52X
4
12.90X
1
3.23X
0
O.OOX
0
O.OOX
31
100. OOX
within the
Office of
Regional
Counsel
1
3.23X
7
22.58X
6
19.35X
5
16. 13X
0
O.OOX
12
38.71X.
31
100. OOX
Office of
Air dual it
y
3
8.57X
21
60. OOX
5
14.29X
5
14.29X
0
O.OOX
1
2.86X
35
100.00X
Ecosystems
&nd Conmun
ities
9
14.75X
35
57.38X
8
13. 11X
6
9.84X
2
3.28X
1
1.64X
61
100. OOX
Envi ronmen
tal Assess
ment
18
25.71X
38
54.29X
5
7.14X
7
10.00X
1
1.43X
1
1.43X
70
100.00X
Envi ronmen
tal Cleanu
P
12
13.04X
61
66.30X
11
11.96X
7
7.61X
0
O.OOX
1
1.09X
92
100. OOX
Office
for Irtnova
tion
5
27.78X
10
55.56X
2
11. m
1
5.56X
0
O.OOX
0
O.OOX
18
100. OOX
Management
Programs
6
11.32X
24
45.28X
14
26.42X
7
13.21X
2
3.77X
0
O.OOX
53
100. OOX
Waste and
Chemicals
Management
. 10
21.28X
29
61.70X
6
12.77X
1
2.13X
0
O.OOX
1
2.13X
47
100.00X
Office of
Water
14
19.18X
39
53.42X
11
15.07X
3
4.11X
2
2.74X
4
5.48X
73
100. OOX
Total
98
O.OOX
302
O.OOX
77
O.OOX
41
O.OOX
8
O.OOX
11
O.OOX
537
O.OOX
Region consistent with Region 10's Leadership Philosophy..
Office of
Air Dual it
y
1
2.94X
13
38.24X
5
14.71X
5
14.71X
0
O.OOX
10
29.41X
34
100. OOX
Ecosystems
and Cormun
ittes
14
22.95X
25
40.98X
6
9.84X
5
8.20X
1
1.64X
10
16.39X
61
100. OOX
Envi ronmen
tal Assess
ment
4
5.71X
27
38.57X
15
21.43X
4
5.71X
2
2.86X
18
25.71X
70
100. OOX
Envi ronmen
tal Cleanu
P
7
7.78X
46
51. 11X
14
15.56X
4
4.44X
2
2.22X
17
18.89X
90
100.00X
Office
for Innova
tion
8
44.44X
5
27.78X
3
16.67X
0
O.OOX
0
O.OOX
2
11. 11X
18
100.00X
Management
Programs
. 3
5.66X
22
41.51X
10
18.87X
7
13.21X
3
5.66X
8
. 15.09X
53
100.00X
Waste and
Chemicals
Management
7
14.89X
22
46.81X
8
17.02X
2
4.26X
1
2.13X
7
14.89X
47
100.00%
Office of
Water
7
9.72X
31
43.06%
13
18.06X
7
9.72X
0
O.OOX
14
19.44X
72
100. OOX
Total
62
O.OOX
218
O.OOX
85
O.OOX
43
O.OOX
9
O.OOX
115
O.OOX
532
O.OOX
-------
45. I believe that staff and managers in Region 10 have embraced Region 10»s Leadership Philosophy and are acting accordingly.
I
Co
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
Cot%
Total
ColX
RA'S Offic
e. Trfbal,
Enforcenen
t and
4
7.14X
21
37.50X
. 14
25.00X
4
7.14X
0
O.OOX
13
23.21X
56
100.00X
46. Select the answer that best
Way too much
ColX
More than ideal
ColX
Ideal
ColX
Less than Ideal
ColX
Not nearly enough
ColX
Total
ColX
RA'S Offic
e. Tribal,
Enforcemen
t and
2
3.8SX
5
9.62X
34
65.38X
11
21.15X
0
O.OOX
52
100.00X
Office of
Regional
Counsel
1
3.23X
5
16.13X
6
19.35X
3
9.68X
0
O.OOX
16
51.61X
31
100. OOX
describes
Office of
Regional
Counsel
0
O.OOX
0
O.OOX
21
67. 74X
8
2S.81X
2
6.45X
31
100.00X
Office of
Air Qualit
y
1
2.94X
5
14.71X
8
23.53X
7
20.59X
3
a. 62%
10
29.41X
34
100. OOX
your feeling
Office of
Air Qualit
y
0
O.OOX
7
21.21X
16
48.48X
7
21.21X
3
9.09X
33
100. OOX
Ecosystems
and Commun
ities
2
3.28X
21
34.43X
15
24.59X
8
13.11X
5
8.20X
10
16.39X
61
100. OOX
about the
Ecosystems
and Commun
ities
3
5. OOX
2
3.33X
43
71.67X
8
13.33X
4
6.67X
60
100. OOX
Envi ronmen
tal Assess
tnent
1
1.43X
16
22.86X
17
24.29X
8
11.43X
6
8.57X
22
31.43%
70
100.00X
Envi ronmen
tal Cleanu
P
3
3.30X
28
30". 77%
25
27.47X
16
17.58X
4
4.40X
15
16.48X
91
100. OOX
level of empowerment you
Envi ronmen
tal Assess
merit
2
3.13X
5
7.81X
44
68.75X
10
15.63X
3
4.69X
64
100. OOX
Envi ronmen
tal Cleanu
P
4
4.55X
11
12. SOX
58
65.91X
9
10.23X
6
6.82X
88
100.00X
Office
for Innova
tion
0
O.OOX
4
22.22X
4
22.22X
5
27.78X
2
11. nx
3
16.67%
18
100.00%
have in your
Office
for Innova
tion
0
O.OOX
0
O.OOX'
15
88.24X
2
11.76X
0
O.OOX
17
100.00X
Management
Programs
0
O.OOX
13
25. OOX
19
36.54X
4
7.69X
6
11.54X
10
19.23%
52
100.00%
current job
Management
Programs
0
O.OOX
7
13.46X
34
65.38X
8
15.38X
3
5.77X
52
100.00X
Waste and
Chemicals
Management
0
O.OOX
14
29.79X
19
40.43X
5
10.64%
1
2.13X
8
17.02%
47
100. OOX
.
Waste and
Chemicals
Management
0
0.00%
2
4.26X
35
74.47X
9
19.15X
1
2.13X
47
100.00X
Office of
Water
4
5.71X
19
27.14%
16
22.86%
9
12.86%
1
1.4SX
21
30.00%
70
100.00%
Office of
Water
0
0.00%
9
12.68%
43
60.56X
17
23.94X
2
2.82%
71
100.00%
Total
16
O.OOX
146
O.OOX
143
O.OOX
69
O.OOX
28
O.OOX
128
0.00%
530
O.OOX
Total
11
O.OOX
48
O.OOX
343
O.OOX
89
O.OOX
24
O.OOX
515
O.OOX
-------
47. How empowered are you by your manager/supervisor to make decisions in your Job for the majority of your work.
RA's Offic Office of Office of Ecosystems Envfronmen Envfronmen Office Management Waste and Office of Total
e. Tribal, Regional Air Qua!ft and Common tal Assess tal Cleanu for Innove Programs Chemicals Water
Manager decides
Manager decides
Manager decides
Manager decides
"
Enforcemen
t and
without staff input 1
ColX 2.08X
with limited staff input 5
ColX 10.42%
with extensive staff input
9
ColX 18.75X
based on staff recommendations
11
ColX 22.92X
Counsel
0
O.OOX
1
3.33X
5
16.67X
5
16.67X
y
2
6.06X
5
15.15%
4
12.12X
5
.15.15%
ities
0
O.OOX
3
5.08X
4
6.78X
16
27.12X
ment
2
3.23X
4
6.45X
9
14.52X
8
12.90%
P
0
O.OOX
4
4.49%
10
11.24%
9
10.11%
tion
0
O.OOX
1
5.88X
1
5.88X
1
5.88%
1
2.08X
6
12.50X
6
12.50X
12
25.00X
Management
0
- O.OOX
0
0.00%
6
13.04%
12
26.09X
0
O.OOX
3
4.41X
16
23.53%
11
16.18%
6
O.OOX
32
O.OOX
70
O.OOX
90
O.OOX
Staff decides with extensive manager input
3
ColX 6.25%
2
6.67X
0
O.OOX
2
3.39X
4
6.45X
3
3.37X
0
O.OOX
3
6.25X
2
4.35%
5
7.35%
24
O.OOX
Staff decides with limited manager input
19
ColX 39.58X
17
56.67X
12
36.36X
.29
49.15X
30
48.39X
56
62.92X
12
70.59%
16
33.33X
24
52.17%
27
39.71X
242
O.OOX
Staff decides without manager input
0
ColX 0.00%
Total 48
ColX 100.00%
0
O.OOX
30
100.00%
5
15.15%
33
100.00%
5
8.47%
59
100.00%
5
8.06%
62
100.00%
7
7.87%
89
100.00%
2
11.76%
17
100.00%
4
8.33%
48
100.00%
2
4.35%
46
100.00%
6
8.82%
68
100.00%
36
O.OOX
500
0.00%
-------
48. Select the answer that best describes the level of decision making empowerment you would like to have in your job for the majority of your work.
UK's Offic Office of Office of Ecosystems Environmen Environmen Office Management Waste and Office of Total
e, Tribal, Regional Air dual it and Commun tal Assess tal Cleanu for Innova Programs Chemicals Water
Enforcemen
t and
Manager decides without staff input 1
ColX 2.08%
Manager decides with limited staff input
2
ColX 4. 17%
Manager decides with extensive staff input
9
ColX 18.75%
Manager decides based on staff recommendations
8
Col% 16:67%
Staff decides
Staff decides
Staff decides
with extensive manager input
5
ColX 10.42%
with limited manager input
23
Col% 47.92X
without manager input 0
ColX 0.00%
Total 48
ColX 100.00X
Counsel
0
O.OOX
2
7.14X
1
3.57%
3
10.71%
4
14.29X
18
64.29%
0
0.00%
28
100.00%
y
0
O.OOX
0
O.OOX
2
6.06%
14
42.42X
2
6.06%
15
45.45%
0
0.00%
33
100.00%
ities
0
O.OOX
0
O.OOX
4
6.78X
13
22.03X
4
6.78X
36
61.02%
2
3.39%
59
100.00%
ment
1
1.56X
0
O.OOX
10
15.63%
17
26.56%
1
1.56%
31
48.44%
4
6.25%
64
100.00%
P
1
1.14%
0
O.OOX
1
1.14%'
13
14.77%
6
6.82X
65
73.86%
2
2.27%
88
100.00%
tion
0
0.00%
1
5.88%
1
5.88%
0
0.00%
0
0.00%
13
76.47%
2
11.76%
17
100.00%
1
2.04%
0
O.OOX
5
10.20%
15
30.61%
5
10.20%
20
40.82%
3
6.12%
49
100.00%
Management
0
0.00%
0
O.OOX
2
4.26%
11
23.40%
3
6.38%
29
61.70%
2
4.26%
47
100.00%
0
O.OOX
4
5.71%
5
7.14X
16
22.86%
2
2.86X
38
54.29%
5
7.14%
70
100.00%
4
O.OOX
9
O.OOX
40
O.OOX
110
O.OOX
32
0.00%
288
0.00%
20
0.00%
503
0.00%
-------
49. Select from the items below those that are most important for you to get the level of empowerment you desire in your job.
RA's Offic Office of Office of Ecosystems Environmen Environmen Office Management Waste and Office of
e. Tribal, Regional Air Qualit and Cornnun tal Assess tat Cleanu . for Innova Programs Chemicals Water
Enforcemen Counsel y ities ment p tion Management
t and.
Program Area Training
ColX
Technical Support
ColX
Peer Support
ColX
Manager Support
ColX
Authority from Mangager
ColX
Change in performance agreement
ColX
Change in position description
ColX
ro
Don't need anything
J^ ColX
More Time (Disinvestments)
ColX
Other (List in comments box)
ColX
Total
ColX
22
20.00X
16
14.55X
20
18.18X
19
17.27X
5
4.55X
1
0.91X
4
3.64X
9
8.18X
9
8.18X
5
4.55X
51
46.36X
9
13.85X
9
13.85X
8
12.31X
13
20.00X
6
9.23X
3
4.62X
3
4.62X
5
7.69X
5
7.69X
4
6.15X
29
44.62X
15 .
17.05X
10
. 11.36X
11
12.50X
18
20.45X
16
18. 18X
0
O.OOX
2
2.27X
2
2.27X
11
12. SOX
3
3.41X
35
39.77X
13
9.49X
23
16.79X
22
16.06X
33
24.09X
16
11.6BX
1
0.73X
2
1.46X
9
6.57X
12
8.76X
6
4.38X
60
43. SOX
15
11.36X
17
12.88X
22
16.67X
29
21.97X
13
9.85X
1
0.76X
3
2.27X
12
9.09X
11
8.33X
9
6.82X
63
47.73X
25
12.95X
26
13.47X
27
13.99X
47
24.35X
21
10.88X
3
1.55X
5
2.59X
18
9.33X
12
6.22X
9
4.66X
88
45.60X
6
17.65X
2
5.88X
5
14.71X
2
5.88X
4
11.76X
1
2.94X
0
O.OOX
7
20.59X
6
17.65X
1
2.94X
17
50.00X
20
16.53X
12
9.92X
16
13.22X
30
24.79X
11
9.09X
3
2.48X
7
5.79X
8
6.61X
10
8.26X
4
3.31X
51
42.15X
15
14.02X
9
8.41X
20
18.69X
27
25.23X
10
9.35X
4
3.74X
4
3.74X
9
8.41X
9
8.41X
0
O.OOX
46
42.99X
22
13.17X
21
12.57X
17
10.18X
43
25.75X
18
10.78X
6
3.59X
9
5.39X
6
3.59X
18
10.78X
7
4.19X
71
42.51X
Total
162
O.OOX
145
O.OOX
168
O.OOX
261
O.OOX
120
O.OOX
. 23
O.OOX
39
O.OOX
85
O.OOX
103
O.OOX
48
O.OOX
511
O.OOX
-------
SO. There is a clear understanding of what
achieve.
our team is working to
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
RA's Offic
e, Tribal,
Enforcemen
t and
2
13.33X
5
33.33X
5
33.33X
3
20.00X
0
O.OOX
0
O.OOX
15
100.00X
Office of Office of
Regional Air Qualit
Counsel y
1
14.29X
1
14.29X
3
42.86X
1
14.29X
0
O.OOX
1
14.29X
7
100.00X
51. Evaluation criteria have been established
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
RA's Offic
e. Tribal,
Enforcemen
t and
1
6.67X
2
13.33X
2
13.33X
8
53.33X
1
6.67X
1
6.67X
15
100.00X
3
15.00X
8
40.00X
4
20.00X
2
10.00X
2
10.00X
1
5.00X
20
100.00X
Ecosystems
and Commun
ities
0
O.OOX
17
48.57X
6
17.14X
1
2.B6X
9
25.71X
2
5.71X
35
100.00X
to measure our team1
Office of Office of
Regional Air Qualit
Counsel y
0
O.OOX
0
O.OOX
2
28.57X
3
42.86%
1
14.29X
1
14.29X
7
100.00X
0
O.OOX
4
21.05X
2
10.53%
9
47.37X
3
15.79X
1
5.26%
19
100.00%
Ecosystems
and Commun
ities
0
O.OOX
2
5.71X
8
22.86X
12
34.29X
8
22.86X
5
14.29X
35
100.00%
Envi ronmen
tal Assess
went
6
16.67X
21
58.33X
3
8.33%
1
2.78X
1
2.78X
4
11. 1«
36
100. OOX
Envi ronmen
tal Cteanu
P
6
17.65X
19
55.88X
3
8.82X
2
5.88X
0
O.OOX
4
11.76X
34
100. OOX
Office
for Innova
tion
5
35.71X
7
50.00X
1
7.14X
1
7.14X
0
O.OOX
0
O.OOX
14
100. OOX
Management
Programs
4
21.05X
9
47.37X
1
5.26X
1
5.26X
3
15.79X
1
5.26X
19
100.00X
Waste and
Chemicals
Management
4
21.05X
8
42.11X
3
15.79%
4
21.05X
0
0.00%
0
O.OOX
19
100. OOX
Office of
Water
3
15. OOX
9
45. OOX
3
15. OOX
4
20. OOX
0
O.OOX
1
5. OOX
20
100. OOX
Total
34
O.OOX
104
O.OOX
32
O.OOX
20
O.OOX
15
O.OOX
14
O.OOX
219
O.OOX
s work and effectiveness.
Envi ronmen
tal Assess
ment
1
2.78X
9
25. OOX
8
22.22X
9
25. OOX
3
8.33X
6
16.67X
36
100.00%
Envi ronmen
tat Cleanu
P
0
O.OOX
4
12.12X
a
24.24X
15
45.45X
0
O.OOX
6
18.18%
33
100. OOX
Office
for Innova
tion
3
23.08X
4
30.77X
1
7.69X
4
30.77X
1
7.69X
0
O.OOX
13
100. OOX
Management
Programs
1
5.26X
4
21.05X
2
10.53X
5
26.32X
5
26.32X
2
10.53X
19
100.00%
Waste and
Chemicals
Management
2
10. OOX
8
40. OOX
4
20. OOX
5
25. OOX
1
5. OOX
0
O.OOX
20
100. OOX
Office of
Water
0
O.OOX
3
15.79X
3
15.79X
10
52.63X
3
15.79X
0
O.OOX
19
100. OOX
Total
8
O.OOX
40
O.OOX
40
O.OOX
80
O.OOX
26
O.OOX
22
O.OOX
216
O.OOX
-------
52. There is an established process for team members to provide feedback to each other.
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
53. The degree of
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
RA'S Offic
e, Tribal.
Enforcemen
t and
1
6.67X
3
20.00X
4
26.67X
6
40.00X
0
0.00%
1
6.67X
. 15
100.00X
authority of
RA's Offic
e, Tribal,
Enf orcemen
t and
2
H.29X
3
21.43X
5
35.71X
3
21.43%
0
O.OOX
1
7.14X
14
100.00X
Office of
Regional
Counsel
0
O.OOX
1
16.67X
4
66.67X
0
O.OOX
1
16.67X
0
O.OOX
6
100.00*
Office of
Air Qua lit
y
0
O.OOX
6
31.58X
3
15.79X
7
36.84%
3
15.79X
0
O.OOX
19
100.00%
my team leader (either
Office of
Regional
Counsel
0
O.OOX
0
O.OOX
3
50.00%
2
33.33X
1
16.67X
0
O.OOX
6
100.00X
Office of
Air dual it
y
2
10.53%
3
15.79X
3
15.79X
6
31.58X
5
26.32X
0
O.OOX
19
100.00%.
Ecosystems
and Common
ities
1
2.86%
7
20.00X
8
22.86X
8
22.86%
6
17.14X
5
14.29%
35
100. OOX
Environmen
tal Assess
ment
2
5.71X
11
31.43X
8
22.86X
6
17.14%
2
5.71X
6
17.14%
35
100.00%
delegated authority from
Ecosystems
and Cofimun
ities
1
2.86%
5
14.29%
12
34.29%
5
14.29%
7
20.00%
5
14.29X
35
100.00X
Envi ronmen
tal Assess
ment
0
0.00%
18
52.94%
7
20.59%
3
8.82X
1
2.94%
5
14.71%
34
100.00%
Envi ronmen
tal Cleanu
P
3
9.38X
13
40.63X
3
9.38X
11
34.38X
0
O.OOX
2
6.25X
32
100.00%
management
Environmen
tal Cleanu
P
4
12.50%
10
31.25%
8
25.00%
8
25.00X
0
O.OOX
2
6.25X
32
100.00X
Office Management
for Imova Programs
tion
6
46.15X
3
23.08X
1
7.69X
3
23.08%
0
O.OOX
0
O.OOX
13
100. OOX
or negotiated
1
5.26%
4
21.05%
2
10.53%
4
21.05%
6
31 .58%
2
10.53%
19
100.00%
authority
Office Management
for Irmova Programs
tion
4
30.77%
4
30.77%
4
30.77%
1
7.69%
0
O.OOX
0
0.00%
13
100.00X
2
11.11%
5
27.78%
0
O.OOX
2
11.11%
5
27.78%
4
22.22%
18
100.00%
Waste and
Chemicals
Management
5
26.32%
5
26.32%
5
26.32%
3
15.79%
0
0.00%
1
5.26%
19
100.00%
given by the
Waste and
Chemicals
Management
3
15.00%
8
40.00%
5
25.00%
2
10.00%
0
0.00%
2
10,00%
20
100.00%
Office of
Water
0
O.OOX
6
31 .58%
4
21.05%
7
36.84%
2
10.53%
0
O.OOX
19
100.00%
team) is clear.
Office of
Water
0
0.00%
4
21.05%
5
26.32%
7
36.84%
3
15.79%
0
O.OOX
19
100.00%
Total
19
O.OOX
59
0.00%
42
O.OOX
55
O.OOX
20
O.OOX
17
o-.oox
212
O.OOX
Total
18
0.00%
60
O.OOX
52
O.OOX
39
0.00%
22
0.00%
19
0.00%
210
0.00%
-------
54. The organization's administrative processes/systems are adequately aligned to support teaming as a new way of doing business.
RA'S Offic
e. Tribal,
Enforcemen
t and
STRONGLY AGREE
Co IX
AGREE
OH THE FENCE
DISAGREE
ColX
ColX
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
1
6.25X
3
18.75*
4
25.00X
3
18.75X
0
O.OOX
5
31.25X
16
100.00X
Office of Office of Ecosystems Environmen Environmen Office Management Waste and
Regional Air Dual it and Commun tal Assess tal Cleanu for Innova Programs Chemicals
Counsel y ities ment p tion Management
0
O.OOX
3
42.86X
1
. 14.29X
2
28.57X
1
14.29X
0
O.OOX
7
100.00%
0
O.OOX
2
10.00X
3
15.00X
7
35.00X
2
10.00X
6
30.00X
20
100. OOX
1
2.86X
5
14.29X
9
25.71X
10
28.57X
6
17.14X
4
11.43X
35
100.00X
1
2.94X
11
32.35X
11
32.3SX
2
5.88X
3
8.82X
6
17.65X
34
100. OOX
3
8.82X
7
20.59X
8
23.53X
8
23.53X
2
5.88X
6
17.65X
34
100.00X
1
7.69X
1
7.69X
6
46.15X
3
23.08X
2
15.38X
0
O.OOX
13
100. OOX
0
O.OOX
5
29.41X
1
5.88X
3
17-65X
4
23.53X
4
23.53X
17
100. OOX
0
O.OOX
4
21.05X
4
21.05X
4
21.05X
6
31.58X
1
5.26X
19
100. OOX
Office of
Water
1
5.26X
3
15.79X
3
15.79X
7
36.84X
1
5.26X
4
21.05X
19
100.00X
Total
8
O.OOX
44
O.OOX
50
O.OOX
49
O.OOX
27
O.OOX
36
O.OOX
214
O.OOX
_c
-------
-------
Responses from the Office for Innovation
1. What program do you work for? Choose one.
Responses
RA's Office, Tribal, Enforcement and Compliance, External Affairs 0
Office of Regional Counsel 0
Office of Air Quality 0
Ecosystems and Communities 0
Environmental Assessment 0
Environmental Cleanup '0
Office for Innovation 18
Management Programs 0
Waste and Chemicals Management 0
Office of Water 0
Total 18
2. Where do you work?
Responses
Operations Office 0
Placed-Based (Coeur d'Alene, Yakima, LaGrande, etc.) 0
Manchester Lab 0
Hanford 0
Seattle 17
Total 17
3.What is your position at Region 10?
Responses
Administrative Position 2
Senior Environmental Employee (SEE) 2
Other Staff 13
Unit Manager, Director, ORA, RA, (not teamleader) 1
Total 18
.4. I can describe Region 10's Values, Vision, and Mission Statements.
Responses
Yes 12
No 5
Total 17
5. I can describe Region 10's "Strategic Directions."
Responses
Yes 6
Mo 11
Total 17
6. I can describe Region 10's Leadership Philosophy.
Responses
Yes 13
No 4
Total 17
H
-------
7. Region 10 Senior Executives and Unit Managers "walk the talk"
as related to the Region's stated values, vision, and mission.
Responses
STRONGLY AGREE 0
AGREE 7
ON THE FENCE 6
DISAGREE 3
STRONGLY DISAGREE 1
CAN'T ANSWER 1
Total 18
8. I know who my stakeholders/customers are.
Responses
STRONGLY AGREE 10
AGREE 7
ON THE FENCE 0
DISAGREE 0
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 18
9. I know what stakeholders/customers want from Region 10, in general.
Responses
STRONGLY AGREE 3
AGREE 8
ON THE FENCE 2
DISAGREE 3
STRONGLY DISAGREE 0
CAN'T ANSWER 2
Total 18
10. In Region 10 we work as an integrated team to best serve our stakeholders/customers.
Responses
STRONGLY AGREE 1
AGREE 2
ON THE FENCE 8
DISAGREE 3
STRONGLY DISAGREE 3
CAN'T ANSWER 1
Total 18
11. I get the training and resources needed to carry out tny work
most effectively.
Responses
STRONGLY AGREE 4
AGREE 5
ON THE FENCE 3
DISAGREE 5
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 18
t-a
-------
12. Region 10's management serves as role models and lead
by example.
Responses
STRONGLY AGREE 0
AGREE 7
ON THE FENCE 6
DISAGREE 3
STRONGLY DISAGREE 1
CAN'T ANSWER 1
Total 18
13. There is an organizational climate within Region 10 that
encourages risk taking.
Responses
STRONGLY AGREE 0
AGREE 7
ON THE FENCE 4
DISAGREE 4
STRONGLY DISAGREE 2
CAN'T ANSWER 1
Total 18
14. Region 10 tries to develop and value a culturally diverse workforce.
Responses
STRONGLY AGREE 5
AGREE 7
ON THE FENCE 4
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 18
15. Region 10's manegement listens to its employees' needs and interests.
Responses
STRONGLY AGREE 1
AGREE 9
ON THE FENCE 7
DISAGREE 0
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 18
16. Employees in my office ask for, and listen to the feedback/suggestions of
stakeholders/customers. '
Responses
STRONGLY AGREE 10
AGREE 6
ON THE FENCE 1
DISAGREE 0
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 18
-------
17. Employees in my office take action based on stakeholder/customer feedback/suggestions.
Responses
STRONGLY AGREE 9
AGREE 5
ON THE FENCE 2
DISAGREE 0
STRONGLY DISAGREE 0
CAN'T ANSWER 2
Total 18
18. During the past year. Region 10 employees I know have often
made promises to their stakeholder/customers that were not fulfilled.
Responses
STRONGLY AGREE 0
AGREE 3
ON THE FENCE 4
DISAGREE 5
STRONGLY DISAGREE 2
CAN'T ANSWER «
Total 18
19. Employees are actively pursuing partnership opportunities
to provide successful program delivery to their stakeholders/customers.
Responses
STRONGLY AGREE 3
AGREE 10
ON THE FENCE 3
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 18
20. We communicate about and celebrate each other's successes in my office.
Responses
STRONGLY AGREE 8
AGREE 6
ON THE FENCE 2
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER. 1
Total 18
21. I give others feedback that helps improve overall performance
in my office/region.
Responses
STRONGLY AGREE 8
AGREE 7
ON THE FENCE 2
DISAGREE 0
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 18
-------
22. I receive feedback from my peers that helps inprove overall
performance in my office/region.
Responses
STRONGLY AGREE 9
AGREE 7
ON THE FENCE 1
DISAGREE 0
STRONGLY DISAGREE 0
CAH«T ANSWER 1
Total 18
23. My office has high work quality.
Responses
STRONGLY AGREE 8
AGREE 5
ON THE FENCE 3
DISAGREE 0
STRONGLY DISAGREE 1
CAN'T ANSWER 1
Total 18
24. During the past year. Region 10 managers have often made
promises to Region 10 employees that weren't kept.
Responses
STRONGLY AGREE 1
AGREE 4
ON THE FENCE 5
DISAGREE 3
STRONGLY DISAGREE 1
CAN'T ANSWER 4
Total 18
25. I receive feedback from my supervisor that helps improve
overall performance in our office.
Responses
STRONGLY AGREE 11
AGREE 3
ON THE FENCE 1
DISAGREE 2
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 18
26. Hy supervisor serves primarily as a consultant to staff.
Responses
STRONGLY AGREE 8
AGREE 6
ON THE FENCE 1
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 2
Total 18
-------
27. My supervisor devotes adequate time and attention to
coaching staff.
Responses
STRONGLY AGREE 4
AGREE 9
ON THE FENCE 1
DISAGREE 1
STRONGLY DISAGREE 2
CAN'T ANSWER 1
Total 18
28. In my view. Region 10 employees continue to expand their
environmental knowledge.
Responses
STRONGLY AGREE 3
AGREE 9
ON THE FENCE 3
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 2
Total 18
29. The "solution of first choice" for Region 10 and its partners is
pollution prevention.
Responses
STRONGLY AGREE 2
AGREE 3
ON THE FENCE 8
DISAGREE 2
STRONGLY DISAGREE 0
CAN'T ANSWER 3
Total 18
30. Region 10 is clear about the mix of enforcement activities that
results in best compliance.
Responses
STRONGLY AGREE 0
AGREE 1
ON THE FENCE 2
DISAGREE 6
STRONGLY DISAGREE 3
CAN'T ANSWER 6
Total 18
31. Region 10 is seen as a leader of integrated environmental
problem solving in the Pacific Northwest.
Responses
STRONGLY AGREE 0
AGREE 2
ON THE FENCE 3
DISAGREE 8
STRONGLY DISAGREE A
CAN'T ANSWER 1
Total 18
-------
32. Region 10's management is committed to continue to make organizational changes to
effectively deliver environmental services.
Responses
STRONGLY AGREE 3
AGREE 4
ON THE FENCE 6
DISAGREE 2
STRONGLY DISAGREE 0
CAN'T ANSWER 3
Total 18
33. As a result of the reorganization, my unit has chosen to disinvest in certain parts of our program
and/or services.
Responses
STRONGLY AGREE 0
AGREE 0
ON THE FENCE 8
DISAGREE 4
STRONGLY DISAGREE 1
CAN'T ANSWER 5
Total 18
34. In my unit/office, the work assignments are distributed appropriately based on grade level.
Responses
STRONGLY AGREE 2
AGREE 5
ON THE FENCE 1
DISAGREE 2
STRONGLY DISAGREE 2
CAN'T ANSWER 6
Total 18
35. My office/program is making progress to adopt these
core processes in our work.
Responses
STRONGLY AGREE 8
AGREE 9
ON THE FENCE 0
DISAGREE 0
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 18
36. I often collaborate with others outside my office/unit.
Responses
STRONGLY AGREE 10
AGREE 4
ON THE FENCE 1
DISAGREE 2
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 18
-------
37. I am respected and valued for what I know and can do.
Responses
STRONGLY AGREE 6
AGREE 8
ON THE FENCE 1
DISAGREE 1
STRONGLY DISAGREE 2
CAN'T ANSWER 0
Total 18
38. I am treated as fairly as other members of my work group.
Responses
STRONGLY AGREE 6
AGREE 10
OH THE FENCE 0
DISAGREE 2
STRONGLY DISAGREE 0
CAN'T ANSWER 0
Total 18
39. I see our organization's stated value about equal opportunity for
growth and advancement being put into action.
Responses
STRONGLY AGREE 1
AGREE 4
ON THE FENCE 8
DISAGREE 1
STRONGLY DISAGREE 1
CAN'T ANSWER 3
Total 18
40. I am not aware of any prejudicial or discriminatory language or
remarks being made in my work place.
Responses
STRONGLY AGREE 9
AGREE 4
ON THE FENCE 1
DISAGREE 3
STRONGLY DISAGREE 0
CAN'T ANSWER 0
Total 17
41. In filling jobs in Region 10, competition is open and fair.
Responses
STRONGLY AGREE 1
AGREE 6
ON THE FENCE 6
DISAGREE 2
STRONGLY DISAGREE 1
CAN'T ANSWER 2
Total 18
f-8
-------
42. I am satisfied with the recognition I recefve for doing z good job.
Responses
STRONGLY AGREE 6
AGREE 6
ON THE FENCE 2
DISAGREE 3
STRONGLY DISAGREE 1
CAN'T ANSWER 0
Total 18
43. The people with whom I work show respect for one another.
Responses
STRONGLY AGREE 5
AGREE 10
ON THE FENCE 2
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSUER 0
Total 18
44. ] consider myself a leader within the Region consistent with
Region Id's Leadership Philosophy.
Responses
STRONGLY AGREE 8
AGREE 5
ON THE FENCE 3
DISAGREE 0
STRONGLY DISAGREE 0
CAH'T ANSUER 2
Total 18
45. I believe that staff and managers in Region 10 have embraced
Region 10's Leadership Philosophy and are acting accordingly.
Responses
STRONGLY AGREE 0
AGREE 4
OH THE FENCE 4
DISAGREE 5
STRONGLY DISAGREE 2
CAN'T ANSUER 3
Total 18
46. Select the answer that best describes your feeling about the
level of empowerment you have in your current job.
Responses
Way too much 0
More than ideal 0
Ideal 15
Less than Ideal 2
Not nearly enough 0
Total 17
-------
47. How empowered are you by your manager/supervisor to make decisions in your job for the
majority of your work.
Responses
Manager decides without staff input 0
Manager decides with limited staff input 1
Manager decides with extensive staff input 1
Manager decides based on staff recommendations 1
Staff decides with extensive manager input .0
Staff decides with limited manager input 12
Staff decides without manager input 2
Total 17
48. Select the answer that best describes the level of decision making
empowerment you would like to have in your job for the majority of your work.
Responses
Manager decides without staff input 0
Manager decides with limited staff input 1
Manager decides with extensive staff input 1
Manager decides based on staff recommendations 0
Staff decides with extensive manager input 0
Staff decides with limited manager input 13
Staff decides without manager input 2
Total 17
49. Select from the items below those that are most important for you to get the level of
empowerment you desire in your job.
Responses
Program Area Training 6
Technical Support 2
Peer Support 5'
Manager Support 2
Authority from Mangager 4
Change in performance agreement 1
Change in position description .0
Don't need anything 7
More Tine (Disinvestments) 6
Other (List in comments box) 1
Total 17
50. There is a clear understanding of what our team is working to
achieve.
Responses
STRONGLY AGREE 5
AGREE 7
ON THE FENCE 1
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 0
Total 14
51. Evaluation criteria have been established to measure our team's work and effectiveness.
Responses
STRONGLY AGREE 3
AGREE 4
ON THE FENCE 1
DISAGREE 4
STRONGLY DISAGREE 1
CAN'T ANSWER 0
Total 13
-------
52. There is an established process for team members to provide feedback to each other.
Responses
STRONGLY AGREE 6
AGREE 3
OH THE FENCE 1
DISAGREE 3
STRONGLY DISAGREE 0
CAN'T ANSUER 0
Total 13
53. The degree of authority of my team leader (either delegated authority
from management or negotiated authority given by the team) is clear.
Responses
STRONGLY AGREE 4
AGREE 4
ON THE FENCE 4
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSUER 0
Total 13
54. The organization's administrative processes/systems are
adequately aligned to support teaming as a new way of doing business.
Responses
STRONGLY AGREE 1
AGREE 1
ON THE FENCE 6
DISAGREE 3
STRONGLY DISAGREE 2
CAN'T ANSUER 0
Total 13
-------
-------
Responses from the Office of Water
1. What program do you work for? Choose one.
Responses
RA's Office, Tribal, Enforcement and Compliance, External Affairs 0
Office of Regional Counsel 0
Office of Air Quality 0
Ecosystems and Communities 0
Environmental Assessment 0
Environmental Cleanup 0
Office for Innovation 0
Management Programs 0
Waste and Chemicals Management 0
Office of Uater 74
Total 74
2. Where do you work?
Responses
Operations Office 8
Placed-Based (Coeur d'Alene, Yakima, LaGrande, etc.) 1
Manchester Lab 1
Hanford 0
Seattle 60
Total 70
3.What is your position at Region 10?
Responses
Administrative Position . 6
Senior Environmental Employee (SEE) 3
Other Staff 58
Unit Manager, Director, DRA, RA. (not teamleader) 6
Total 73
4. I can describe Region 10's Values, Vision, and Mission Statements.
Responses
Yes 48
No 25
Total 73
5. 1 can describe Region 10's "Strategic Directions."
Responses
Yes 30
No 44
Total 74
6. I can describe Region 10's Leadership Philosophy.
Responses
Yes 34
No 40
Total 74
G-\
-------
7. Region 10 Senior Executives and Unit Managers "walk the talk"
as related to the Region's stated values, vision, and mission.
Responses
STRONGLY AGREE 2
AGREE 30
ON THE FENCE 16
DISAGREE 6
STRONGLY DISAGREE 3
CAN'T ANSWER 17
Total 74
8. I know who my stakeholders/customers are.
Responses
STRONGLY AGREE 25
AGREE 32
ON THE FENCE 7
DISAGREE 2
STRONGLY DISAGREE 1
CAN'T ANSUER 3
Total 70
9. I know what stakeholders/customers want from Region 10, in general.
Responses
STRONGLY AGREE 9
AGREE 40
ON THE FENCE 13
DISAGREE 7
STRONGLY DISAGREE 0
CAN'T ANSUER 5
Total 74
10. In Region 10 we work as an integrated team to best serve our stakeholders/customers.
Responses
STRONGLY AGREE 1
AGREE 18
ON THE FENCE 24
DISAGREE 23
STRONGLY DISAGREE 2
CAN'T ANSUER 4
Total 72
11. I get the training and resources needed to carry out my work
most effectively.
Responses
STRONGLY AGREE 5
AGREE 30
ON THE FENCE 14
DISAGREE 18
STRONGLY DISAGREE 5
CAN'T ANSUER 2
Total 74
-------
12. Region 10's management serves as role models and lead
by example.
Responses
STRONGLY AGREE 5
AGREE 24
ON THE FENCE 27
DISAGREE 6
STRONGLY DISAGREE 6
CAN'T ANSWER 5
Total 73
13. There is an organizational climate within Region 10 that
encourages risk taking.
Responses
STRONGLY AGREE 3
AGREE 20
ON THE FENCE 20
DISAGREE 24
STRONGLY DISAGREE 2
CAN'T ANSWER 5
Total 74
14. Region 10 tries to develop and value a culturally diverse workforce.
Responses
STRONGLY AGREE 17
AGREE 29
ON THE FENCE 13
DISAGREE 2
STRONGLY DISAGREE 0
CAN'T ANSWER 12
Total 73
15. Reg-ion 10's management listens to its employees' needs and interests.
Responses
STRONGLY AGREE 6
AGREE 33
ON THE FENCE 18
DISAGREE 5
STRONGLY DISAGREE 4
CAN'T ANSWER 6
Total 72
1-6. Employees in my office ask for, and listen to the feedback/suggestions of
stakeholders/customers.
Responses
STRONGLY AGREE 8
AGREE 34
ON THE FENCE 16
DISAGREE 4
STRONGLY DISAGREE 0
CAN'T ANSWER 12
Total 74
-------
17. Employees in my office take action based on stakeholder/customer feedback/suggestions.
Responses
STRONGLY AGREE 8
AGREE 29
ON THE FENCE 18
DISAGREE 5
STRONGLY DISAGREE 0
CAN'T ANSWER 13
Total 73
18. During the past year. Region 10 employees I know have often
made promises to their stakeholder/customers that were not fulfilled.
Responses
STRONGLY AGREE 1
AGREE 14
ON THE FENCE 10
DISAGREE 18
STRONGLY DISAGREE 3
CAN'T ANSWER 27
Total 73
19. Employees are actively pursuing partnership opportunities
to provide successful program delivery to their stakeholders/customers.
Responses
STRONGLY AGREE 6
AGREE 33
ON THE FENCE 14
DISAGREE 0
STRONGLY DISAGREE 1
CAN'T ANSWER 19
Total 73
20. We communicate about and celebrate each other's successes in my office.
Responses
STRONGLY AGREE 9
AGREE 30
ON THE FENCE 13
DISAGREE 15
STRONGLY DISAGREE 3
CAN'T ANSWER 4
Total 74
21. I give others feedback that helps improve overall performance
in my office/region.
Responses
STRONGLY AGREE 5
AGREE 37
ON THE FENCE 19
DISAGREE 4
STRONGLY DISAGREE 0
CAN'T ANSWER 8
Total 73
-------
22. I receive feedback from my peers that helps improve overall
performance in my office/region.
Responses
STRONGLY AGREE 3
AGREE 39
ON THE FENCE 15
DISAGREE 10
STRONGLY DISAGREE 3
CAN'T ANSWER 4
Total 74
23. My office has high work quality.
Responses
STRONGLY AGREE 18
AGREE 36
ON THE FENCE 9
DISAGREE 4
STRONGLY DISAGREE 1
CAN'T ANSWER 5
Total 73
24. During the past year. Region 10 managers have often made
promises to Region 10 employees that weren't kept.
Responses
STRONGLY AGREE 7
AGREE 19
ON THE FENCE 13
DISAGREE 13
STRONGLY DISAGREE 4
CAN'T ANSWER 18
Total 74
25. I receive feedback from my supervisor that helps improve
overall performance in our office.
Responses
STRONGLY AGREE 8
AGREE 41
ON THE FENCE 13
DISAGREE 5
STRONGLY DISAGREE 3
CAN'T ANSWER 3
Total 73
26. My supervisor serves primarily as a consultant to staff.
Responses
STRONGLY AGREE 22
AGREE 30
ON THE FENCE 4
DISAGREE 9
STRONGLY DISAGREE 6
CAN'T ANSWER 3
Total 74
-------
27. Ky supervisor devotes adequate time and attention to
coaching staff.
Responses
STRONGLY AGREE 5
AGREE 22
ON THE FENCE 22
DISAGREE U
STRONGLY DISAGREE 5
CAN'T ANSWER 5
Total 73
26. In my view, Region 10 employees continue to expand their
environmental knowledge.
Responses
STRONGLY AGREE 8
AGREE 38
ON THE FENCE 14
DISAGREE 4
STRONGLY DISAGREE 1
CAN'T ANSWER &
Total 73
29. The "solution of first choice" for Region 10 and its partners is
pollution prevention.
Responses
STRONGLY AGREE 5
AGREE 28
ON THE FENCE 10
DISAGREE 19
STRONGLY DISAGREE 1
CAN'T ANSWER 10
Total 73
30. Region 10 is clear about the mix of enforcement activities that
results in best compliance.
Responses
STRONGLY AGREE 3
AGREE 6
ON THE FENCE 18
DISAGREE 16
STRONGLY DISAGREE 8
CAN'T ANSWER 23
Total 74
31. Region 10 is seen as a leader of integrated environmental
problem solving in the Pacific Northwest.
Responses
STRONGLY AGREE. 2
AGREE 15
ON THE FENCE 18
DISAGREE 12
STRONGLY DISAGREE 6
CAN'T ANSWER 20
Total 73
-------
32. Region 10's management is committed to continue to make organizational changes to
effectively deliver environmental services.
Responses
STRONGLY AGREE 8
AGREE 24
ON THE FENCE 18
DISAGREE 5
STRONGLY DISAGREE 2
CAN'T ANSWER 16
Total 73
33. As a result of the reorganization, my unit has chosen to disinvest in certain parts of our program
and/or services.
Responses
STRONGLY AGREE 6
AGREE 20
ON THE FENCE 9
DISAGREE 16
STRONGLY DISAGREE 5
CAN'T ANSWER 17
Total 73
34. In my unit/office, the work assignments are distributed appropriately based on grade level.
Responses
STRONGLY AGREE 4
AGREE 23
ON THE FENCE. 14
DISAGREE 12
STRONGLY DISAGREE 8
CAN'T ANSWER 13
Total . 74
35. My office/program is making progress to adopt these
core processes in our work.
Responses
STRONGLY AGREE 7
AGREE 37
ON THE FENCE 14
DISAGREE 1
STRONGLY DISAGREE 2
CAN'T ANSWER 12
Total 73
36. I often collaborate with others outside my office/unit.
Responses
STRONGLY AGREE 25
AGREE 30
ON THE FENCE 8
DISAGREE 5
STRONGLY DISAGREE 0
CAN'T ANSWER 5
G-7
-------
37. I am respected and valued for what I know and can do.
Responses
STRONGLY AGREE 12
AGREE 32
ON THE FENCE 11
DISAGREE 7
STRONGLY DISAGREE 1
CAN'T ANSWER 10
Total 73
38. I am treated as fairly as other members of my work group.
Responses
STRONGLY AGREE 16
AGREE 38
ON THE FENCE 4
DISAGREE 5
STRONGLY DISAGREE 2
CAN'T ANSWER 9
Total 74
39. I see our organization's stated value about equal opportunity for
growth and advancement being put into action.
Responses
STRONGLY AGREE 5
AGREE 18
ON THE FENCE 20
DISAGREE 12
STRONGLY DISAGREE 8
CAN'T ANSWER 10
Total 73
40. I am not aware of any prejudicial or discriminatory language or
remarks being made in my work place.
Responses
STRONGLY AGREE 20
AGREE . 37
ON THE FENCE 5
DISAGREE 5
STRONGLY DISAGREE 2
CAN'T ANSWER 5
Total 74
41. In filling jobs in Region 10, competition is open and fair.
Responses
STRONGLY AGREE 6
AGREE 19
ON THE FENCE 13
DISAGREE 13
STRONGLY DISAGREE 4
CAN'T ANSWER 18
Total 73
-------
42. I am satisfied with the recognition I receive for doing a good job.
Responses
STRONGLY AGREE 9
AGREE 30
ON THE FENCE 21
DISAGREE 6
STRONGLY DISAGREE 6
CAN'T ANSWER 2
Total 74
43. The people with whom I work show respect for one another.
Responses
STRONGLY AGREE K
AGREE 39
ON THE FENCE 11
DISAGREE 3
STRONGLY DISAGREE 2
CAK'T ANSWER 4
Total 73
44. I consider myself a leader within the.Region consistent with
Region 10's Leadership Philosophy.
Responses
STRONGLY AGREE 7
AGREE 31
ON THE FENCE 13
DISAGREE 7
STRONGLY DISAGREE 0
CAN'T AMSUER 14
Total 72
45. I believe that staff and managers in Region 10 have'embraced
Region 10's Leadership Philosophy and are acting accordingly.
Responses
STRONGLY AGREE 4
AGREE 19
ON THE FENCE 16
DISAGREE 9
STRONGLY DISAGREE 1
CAN'T ANSWER 21
Total 70
46. Select the answer that best describes your feeling about the
level of empowerment you have in your current job.
Responses
way too much 0
More than ideal 9
Ideal 43
Less than Ideal 17
Not nearly enough 2
Total 71
-------
47. How empowered are you by your manager/supervisor to make decisions in your job for the
majority of your work.
Responses
Manager decides without staff input 0
Manager decides with limited staff input 3
Manager decides with extensive staff input 16
Manager decides based on staff recommendations 11
Staff decides with extensive manager input 5
Staff decides with limited manager input 27
Staff decides without manager input 6
Total 68
48. Select the answer that best describes the level of decision making
empowerment you would like to have in your job for the majority of your work.
Responses
Manager decides without staff input 0
Manager decides with limited staff input 4
Manager decides with extensive staff input 5
Manager decides based on staff recommendations 16
Staff decides with extensive manager input 2
Staff decides with limited manager input 38
Staff decides without manager input 5
Total 70
49. Select from the items below those that are roost important for you to get the level of
empowerment you desire in your job.
Responses
Program Area Training 22
Technical Support 21
Peer Support 17
Manager Support 43
Authority from Hangager 18
Change in performance agreement 6
Change in position description 9
Don't need anything 6
More Time (Disinvestments) 18
Other (List in comments box) 7
Total 71
50. There is a clear understanding of what our team is working to
achieve.
Responses
STRONGLY AGREE 3
AGREE °
ON THE FENCE 3
DISAGREE 4
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 20
(r-\0
-------
51. Evaluation criteria have been established to measure our team's work and effectiveness.
Responses
STRONGLY AGREE 0.
ACREE 3
ON THE FENCE 3
DISAGREE 10
STRONGLY DISAGREE 3
CAN'T ANSWER 0
Total 19
52. There is an established process for team members to provide feedback to each other.
Responses
STRONGLY AGREE 0
AGREE 6
ON THE FENCE 4
DISAGREE 7
STRONGLY DISAGREE 2
CAN'T ANSWER 0
Total 19
53. The degree of authority of my team leader (either delegated authority
from management or negotiated authority given by the team) is clear.
Responses
STRONGLY AGREE 0
AGREE 4
ON THE FENCE 5
DISAGREE 7
STRONGLY DISAGREE 3
CAN'T ANSWER 0
Total 19
54. The organization's administrative processes/systems are
adequately aligned to support teaming as a new way of doing business.
Responses
STRONGLY AGREE 1
AGREE 3
ON THE FENCE 3
DISAGREE 7
STRONGLY DISAGREE 1
CAN'T ANSWER 4
Total 19
fr-U
-------
H
-------
Responses from the Office of Waste and Chemicals Managment
1. What program do you work for? Choose one.
Responses
RA's Office, Tribal, Enforcement and Compliance, External Affairs 0
Office of Regional Counsel 0
Office of Air Quality 0
Ecosystems and Communities 0
Environmental Assessment 0
Environmental Cleanup 0
Office for Innovation 0
Management Programs 0
Uaste and Chemicals Management 48
Office of Water 0
Total 48
2. Where do you work?
Responses
Operations Office . 1
Placed- Based (Coeur d'Alene, Yak i ma, LaGrande, etc.) 0
Manchester Lab 0
Hanford 0
Seattle 47
Total 48
3. What is your position at Region 10?
Responses
Administrative Position 4
Senior Environmental Employee (SEE) 4
Other Staff 35
Unit Manager, Director, DRA, RA, (not teamleader) 4
Total 47
4. I can describe Region 10's Values, Vision, and Mission Statements.
Responses
Yes 35
Mo 13
Total 48
5. I can describe Region 10's "Strategic Directions."
Responses
Yes 21
No 27
Total 48
6. I can describe Region 10's Leadership Philosophy.
Responses
Yes 28
No 19
Total 47
-------
7. Region 10 Senior Executives and Unit Managers "walk the talk"
as related to the Region's stated values,' vision, and mission.
Responses
STRONGLY AGREE 1
AGREE 8
ON THE FENCE 24
DISAGREE 3
STRONGLY DISAGREE 1
CAN'T ANSWER 8
Total 45
8. I know who my stakeholders/customers are.
Responses
STRONGLY AGREE 15
AGREE 27
ON THE FENCE 3
DISAGREE 0
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 46
9. I know what stakeholders/customers want from Region 10, in general.
Responses
STRONGLY AGREE 5
AGREE 29
ON THE FENCE 10
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 46
10. In Region 10 we work as an integrated team to best serve our stakeholders/customers.
Responses
STRONGLY AGREE 2
AGREE 16
ON THE FENCE 17
DISAGREE • 11
STRONGLY DISAGREE 2
CAN'T ANSWER 0
Total 48
11. I get the training and resources needed to carry out my work
most effectively.
Responses
STRONGLY AGREE 2
AGREE 19
ON THE FENCE 16
DISAGREE 9
STRONGLY DISAGREE 1
CAN'T ANSWER 0
Total 47
K-a
-------
12. Region 10's management serves as role models and lead
by example.
Responses
STROHGLY AGREE 1
AGREE 16
ON THE FENCE 13
DISAGREE 12
STRONGLY DISAGREE 3
CAN'T ANSWER 3
Total 48
13. There is an organizational climate within Region 10 that
encourages risk talcing.
Responses
STRONGLY AGREE 1
AGREE 8
ON THE FENCE 20
DISAGREE 10
STROHGLY DISAGREE 3
CAN'T ANSWER 6
Total 48
14. Region 10 tries to develop and value a culturally diverse workforce.
Responses
STRONGLY AGREE 10
AGREE 24
ON THE FENCE 8
DISAGREE 2
STRONGLY DISAGREE 1
CAN'T ANSWER 2
Total 47
15. Region 10's management listens to its employees' needs and interests.
Responses
STRONGLY AGREE 6
AGREE 22
ON THE FENCE 12
DISAGREE 3
STRONGLY DISAGREE 2
CAN'T ANSWER 2
Total 47
16. Employees in my office ask for. and listen to the feedback/suggestions of
stakeholders/customers.
Responses
STRONGLY AGREE 4
AGREE 32
ON THE FENCE 5
DISAGREE 2
STROHGLY DISAGREE 0
CAN'T ANSWER 5
Total 48
-------
17. Employees in my office take action based on stakeholder/customer feedback/suggestions.
Responses
STRONGLY AGREE 2
AGREE 31
ON THE FENCE 8
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 5
Total 47
18. During the past year. Region 10 employees I know have often
made promises to their stakeholder/customers that were not fulfilled.
Responses
STRONGLY AGREE 0
AGREE 3
ON THE FENCE 3
DISAGREE 18
STRONGLY DISAGREE 7
CAN'T ANSWER 17
Total 48
19. Employees are actively pursuing partnership opportunities
to provide successful program delivery to their stakeholders/customers.
Responses
STRONGLY AGREE 7
AGREE 24
ON THE FENCE 6
DISAGREE 2
STRONGLY DISAGREE 0
CAN'T ANSWER 8
Total 47
20. Ue communicate about and celebrate each other's successes in my office.
Responses
STRONGLY AGREE 4
AGREE 24
ON THE FENCE 11
DISAGREE . 4
STRONGLY DISAGREE 2
CAN'T ANSWER 2
Total 47
21. I give others feedback that helps improve overall performance
in my office/region.
Responses
STRONGLY AGREE 5
AGREE 33
OH THE FENCE 6
DISAGREE 2
STRONGLY DISAGREE 0
CAH'T ANSWER 1
Total 47
-------
22. I receive feedback from my peers that helps improve overall
performance in my office/region.
Responses
STRONGLY AGREE I
AGREE 29
ON THE FENCE 6
DISAGREE 6
STRONGLY DISAGREE 1
CAN'T ANSWER 2
Total 48
23. My office has high work quality.
Responses
.STRONGLY AGREE 11
AGREE 30
ON THE FENCE 4
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 47
24. During the past year. Region 10 managers have often made
promises to Region 10 employees that weren't kept.
Responses
STRONGLY AGREE 3
AGREE 5
ON THE FENCE 12
DISAGREE 10
STRONGLY DISAGREE 1.
CAN'T ANSWER 17
Total 48
25. 1 receive feedback from my supervisor that helps improve
overall performance in our office.
Responses
STRONGLY AGREE 7
AGREE 28
ON THE FENCE 6
DISAGREE 6
STRONGLY DISAGREE 1
CAN'T ANSWER 0
Total 48
26. My supervisor serves primarily as a consultant to staff.
Responses
STRONGLY AGREE U
AGREE 21
ON THE FENCE 5
DISAGREE 5
STRONGLY DISAGREE 2
CAN'T ANSWER 0
Total 47
•ft-6"
-------
27. My supervisor devotes adequate time and attention to
coaching staff.
Responses
STRONGLY AGREE 8
AGREE 19
ON THE FENCE 12
DISAGREE 8
STRONGLY DISAGREE 1
CAN'T ANSWER 0
Total 48
28. In my view, Region 10 employees continue to expand their
environmental knowledge.
Responses
STRONGLY AGREE 13
AGREE 23
ON THE FENCE 6
DISAGREE 3
STRONGLY DISAGREE 0
CAN'T ANSWER 2
Total 47
29. The "solution of first choice" for Region 10 and its partners is
pollution prevention.
Responses
STRONGLY AGREE 8
AGREE 19
ON THE FENCE 10
DISAGREE 6
STRONGLY DISAGREE 0
CAN'T ANSWER 4
Total 47
30. Region 10 is clear about the mix of enforcement activities that
results in best compliance.
Responses
STRONGLY AGREE 2
AGREE 9
ON THE FENCE 7
DISAGREE 19
STRONGLY DISAGREE 5
CAN'T ANSWER 6
Total 48
31. Region 10 is seen as a leader of integrated environmental
problem solving in the Pacific Northwest.
Responses
STRONGLY AGREE 2
AGREE 8
ON THE FENCE 12
DISAGREE 7
STRONGLY DISAGREE 0
CAN'T ANSWER 18
Total 47
Vt-fe
-------
32. Region 10's management is committed to continue to make organizational changes to
effectively deliver environmental services.
Responses
STRONGLY AGREE 3
AGREE 20
ON THE FENCE 14
DISAGREE 6
STRONGLY DISAGREE 0
CAN'T ANSWER 5
Total 48
33. As a result of the reorganization, my unit has chosen to disinvest in certain parts of our program
and/or services.
Responses
STRONGLY AGREE 2
AGREE 25
ON THE FENCE 3
DISAGREE 9
STRONGLY DISAGREE 0
CAN'T ANSWER 8
Total 47
34.- In my unit/office, the work assignments are distributed appropriately based on grade level.
Responses
STRONGLY AGREE 2
AGREE 14
ON THE FENCE 8
DISAGREE 12
STRONGLY DISAGREE 2
CAN'T ANSWER 10
Total 48
35. Hy office/program is making progress to adopt these
core processes in our work.
Responses
STRONGLY AGREE 6
AGREE . 28
ON THE FENCE 7
DISAGREE 0
STRONGLY. DISAGREE 1
CAN'T ANSWER 5
Total 47
36. I often collaborate with others outside my office/unit.
Responses
STRONGLY AGREE 8
AGREE 29
ON THE FENCE 7
DISAGREE 2
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 47
-------
37. I am respected and valued for what I know and can do.
Responses
STRONGLY AGREE 8
AGREE 28
OH THE FENCE 5
DISAGREE 3
STRONGLY DISAGREE 0
CAN'T ANSWER 3
Total 47
38. I am treated as fairly as other members of my work group.
Responses
STRONGLY AGREE 7
AGREE 29
ON THE FENCE 7
DISAGREE 3
STRONGLY DISAGREE 0
CAN'T ANSWER 2
Total 48
39. I see our organization's stated value about equal opportunity for
growth and advancement being put into action.
Responses
STRONGLY AGREE 4
AGREE 11
ON THE FENCE 11
DISAGREE 10
STRONGLY DISAGREE 3
CAN'T ANSWER 8
Total 47
40. I am not aware of any prejudicial or discriminatory language or
remarks being made in my work place.
Responses
STRONGLY AGREE 13
AGREE 26
ON THE FENCE 1
DISAGREE 4
STRONGLY DISAGREE 0
CAN'T ANSWER 4
Total 48
41. In filling jobs in Region 10, competition is open and fair.
Responses
STRONGLY AGREE 1
AGREE 8
ON THE FENCE 13
DISAGREE 8
STRONGLY DISAGREE 3
CAN'T ANSWER 14
Total 47
-------
42. I am satisfied with the recognition 1 receive for doing a good job.
Responses
STRONGLY AGREE 4
AGREE 21
OH THE FENCE 11
DISAGREE . 8
STRONGLY DISAGREE 3
CAN'T ANSWER 1
Total 48
43. The people with whom ! work show respect for one another.
Responses
STRONGLY AGREE 10
AGREE 29
ON THE FENCE 6
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 47
44. I consider myself a leader within the Region consistent with
Region 10's Leadership Philosophy.
Responses
STRONGLY AGREE 7
AGREE 22
ON THE FENCE 8
DISAGREE 2
STRONGLY DISAGREE 1
CAN'T ANSWER 7
Total 47
45. I believe that staff and managers in Region 10 have embraced
Region 10's Leadership Philosophy and ar« acting accordingly.
Responses
STRONGLY AGREE 0
AGREE 14
ON THE FENCE 19
DISAGREE 5
STRONGLY DISAGREE 1
CAN'T ANSWER 8
Total 47
46. Select the answer that best describes your feeling about the
level of empowerment you have in your current job.
Responses
Way too much 0
Here than ideal 2
Ideal 35
Less than Ideal 9
Not nearly enough 1
Total 47
-------
47. How empowered are you by your manager/supervisor to make decisions in your job for the
majority of your work.
Responses
Manager decides without staff input 0
Manager decides with limited staff input 0
Manager decides with extensive staff input 6
Manager decides based on staff recommendations 12
Staff decides with extensive manager input 2
Staff decides with limited manager input 24
Staff decides without manager input 2
Total 46
48. Select the answer that best describes the level of decision making
empowerment you would like to have in your job for the majority of your uork.
Responses
Manager decides without staff input 0
Manager decides with limited staff input 0
Manager decides with extensive staff input 2
Manager decides based on staff recommendations 11
Staff decides with extensive manager input 3
Staff decides with limited manager input 29
Staff decides without manager input 2
Total. 47
49. Select from the items below those that are most important for you to get the level of
empowerment you desire in your job.
Responses
Program Area Training 15
Technical Support 9
Peer Support 20
Manager Support 27
Authority from Mangager 10
Change in performance agreement 4
Change in position description 4
Don't need anything 9
More Time (Disinvestments) 9
Other (List in comments box) 0
Total 46
50. There is a clear understanding of what our team is working to
achieve.
Responses
STRONGLY AGREE 4
AGREE 8
ON THE FENCE 3
DISAGREE 4
STRONGLY DISAGREE 0
CAN'T ANSWER 0
Total 19
-------
51. Evaluation criteria have been established to measure our team's work and effectiveness.
Responses
STRONGLY AGREE 2
AGREE 8
OM THE FENCE 4
DISAGREE. 5
STRONGLY DISAGREE 1
CAN'T ANSWER 0
Total 20
52.-There is an established process for team members to provide feedback to each other.
Responses
STRONGLY AGREE 5
AGREE . 5
ON THE FENCE S
DISAGREE 3
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 19
53. The degree of authority of my team leader (either delegated authority
from management or negotiated authority given by the team) is clear.
Responses
STRONGLY AGREE 3
AGREE 8
ON THE FENCE 5
DISAGREE 2
STRONGLY DISAGREE 0
CAN'T ANSWER 2
Total 20
54. The organization's administrative processes/systems are
adequately aligned to support teaming as a new way of doing business.
Responses
STRONGLY AGREE 0
AGREE *
ON THE FENCE 4
DISAGREE *
STRONGLY DISAGREE 6
CAN'T ANSWER 1
Total 19
-------
-------
Responses from Office of Managment Programs
1. What program do you work for? Choose one.
Responses
RA's Office, Tribal, Enforcement and Compliance, External Affairs 0
Office of Regional Counsel 0
Office of Air Quality 0
Ecosystems and Communities 0
Environmental Assessment 0
Environmental Cleanup 0
Office for Innovation 0
Management Programs 56
Waste and Chemicals Management 0
Office of Water 0
Total 56
Z. Where do you work?
Responses
Operations Office 0
Placed-Based (Coeur d'Alene, Yakima, LaGrande, etc.) 0
Manchester Lab 0
Hanford 0
Seattle 56
Total 56
3.What is your position at Region 10?
Responses
Administrative Position . 21
Senior Environmental Employee (SEE) 2
Other Staff 27
Unit Manager. Director, DRA, RA, (not teamleader) 5
Total 55
4. 1 can describe Region 10's Values, Vision, and Mission Statements.
Responses
Yes 32
No 22
Total 54
5. I can describe Region 10's "Strategic Directions."
Responses
Yes 17
No 37
Total 54
'6. 1. can describe Region 10's Leadership Philosophy.
Responses
Yes 28
No 26
Total 54
-------
7. Region 10 Senior Executives and Unit Managers "walk the talk"
as related to the Region's stated values, vision, and mission.
Responses
STRONGLY AGREE 0
AGREE 17
OH THE FENCE 20
DISAGREE 10
STRONGLY DISAGREE 5
CAN'T ANSWER 1
Total 53
8. ! know who my stakeholders/customers are.
Responses
STRONGLY AGREE 31
AGREE 17
ON THE FENCE 0
DISAGREE 1
STRONGLY DISAGREE 2
CAN'T ANSWER 2
Total 53
9. I knou what stakeholders/customers want from Region 10. in general.
Responses
STRONGLY AGREE 10
AGREE 27
ON THE FENCE 11
DISAGREE 1
STRONGLY DISAGREE 1
CAN'T ANSWER 3
Total 53
10. In Region 10 we work as an integrated team to best serve our stakeholders/customers.
Responses
STRONGLY AGREE A
AGREE 21
ON THE FENCE 16
DISAGREE 9
STRONGLY DISAGREE Z
CAN'T ANSWER 1
Total 53
11. I get the training and resources needed to carry out my work
most effectively.
Responses
STRONGLY AGREE 9
AGREE 25
ON THE FENCE 6
DISAGREE 7
STRONGLY DISAGREE 6
CAN'T ANSWER 0
Total 53
-------
12. Region 10's Management serve* as role andels and lead
by example.
Response*
STRONGLY AGREE 2
AGREE IS
OH THE FENCE 20
DISAGREE 9
STRONGLY DISAGREE 6
CAN'T ANSWER 0
Total 52
13. There I* an organizational climate within Region 10 that
encourages risk talcing.
Responses
STRONGLY AGREE 1
AGREE U
ON THE FENCE 16
DISAGREE 9
STRONGLY DISAGREE 8
CAN'T ANSWER 5
Total S3
U. Region 10 tries to develop and value a culturally diverse workforce.
Responses
STRONGLY AGREE 10
AGREE 28
ON THE FENCE 5
DISAGREE 6
STRONGLY DISAGREE «
CAN'T ANSWER 0
Total S3
15. Region 10's •anageaent listens to its employees' needs and interests.
Responses
STRONGLY AGREE 10
AGREE 21
ON THE FENCE 12
DISAGREE 5
STRONGLY DISAGREE *
CAK'T ANSWER 0
Total 52
16. Employee* in *y office ask for, and listen to the feedback/suggest ions of
stakeholders/custoMcrs.
Responses
STRONGLY AGREE 10
AGREE 27
ON THE FENCE 11
DISAGREE *
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 53 -ri
-------
17. Employees in my office take action based on stakeholder/customer feedback/suggestions.
Responses
STRONGLY AGREE 10
AGREE 30
OH THE FENCE 10
DISAGREE 0
STRONGLY DISAGREE 0
CAN'T ANSUER 2
Total 52
18. During the past year. Region 10 employees I know have often
made promises to their stakeholder/customers that were not fulfilled.
Responses
STRONGLY AGREE 1
AGREE 7
ON THE FENCE 11
DISAGREE U
STRONGLY DISAGREE 5
CAN'T ANSUER 15
Total 53
19. Employees are actively pursuing partnership opportunities
to provide successful program delivery to their stakeholders/customers.
Responses
STRONGLY AGREE 2
AGREE 17
ON THE FENCE 15
DISAGREE 1
STRONGLY DISAGREE 1
CAN'T ANSWER 16
Total 52
20. We communicate about and celebrate each other's successes in my office.
Responses
STRONGLY AGREE 8
AGREE 18
ON THE FENCE 15
DISAGREE 6
STRONGLY DISAGREE 4
CAN'T ANSWER 2
Total 53
21. I give others feedback that helps improve overall performance
in my office/region.
Responses
STRONGLY AGREE 6
AGREE 27
ON THE FENCE 13
DISAGREE 3
STRONGLY DISAGREE 1
CAN'T ANSWER 2
Total 52
-------
22. I receive feedback front my peers that helps improve overall
performance in my office/region.
Responses
STRONGLY AGREE 3
AGREE 27
ON THE FENCE 14
DISAGREE 7
STRONGLY DISAGREE 1
CAN'T ANSWER 1
Total 53
23. My office has high work quality.
Responses
STRONGLY AGREE 19
AGREE 25
ON THE FENCE 6
DISAGREE 2
STRONGLY DISAGREE 1
CAN'T ANSWER 0
Total 53
24. During the past year, Region 10 managers have often made
promises to Region 10 employees that weren't kept.
Responses
STRONGLY AGREE 7
AGREE 11
ON THE FENCE 9
DISAGREE 13
STRONGLY DISAGREE 0
CAN'T ANSWER 13
Total 53
25. 1 receive feedback from my supervisor that helps improve
overall performance in our office.
Responses
STRONGLY AGREE 6
AGREE 23
ON THE FENCE 12
DISAGREE 7
STRONGLY DISAGREE 3
CAN'T ANSWER 1
Total 52
26. My supervisor serves primarily as a consultant to staff.
Responses
STRONGLY AGREE 14
AGREE 23
ON THE FENCE 7
DISAGREE 3.
STRONGLY DISAGREE 3
CAN'T ANSWER 2
Total 52
-------
27. My supervisor devotes adequate time and attention to
coaching staff.
Responses
STRONGLY AGREE 6
AGREE 25
ON THE FENCE 10
DISAGREE 5
STRONGLY DISAGREE 4
CAN'T ANSWER 2
Total 52
28. In my view. Region 10 employees continue to expand their
environmental knowledge.
Responses
STRONGLY AGREE 9
AGREE 30
ON THE FENCE 10
DISAGREE 0
STRONGLY DISAGREE 1
CAN'T ANSWER 3
Total 53
29. The "solution of first choice" for Region 10 and its partners is
pollution prevention.
Responses
STRONGLY AGREE 11
AGREE 19
ON THE FENCE 5
DISAGREE 2
STRONGLY DISAGREE 1
CAN'T ANSWER 15
Total 53
30. Region 10 is clear about the mix of enforcement activities that
results .in best compliance.
Responses
STRONGLY AGREE 3
AGREE 6
ON THE FENCE 13
DISAGREE 3
STRONGLY DISAGREE 1
CAN'T ANSWER 27
Total 53
31. Region 10 is seen as a leader of integrated environmental
problem solving in the Pacific Northwest.
Responses
STRONGLY AGREE 4
AGREE 16
ON THE FENCE If.
DISAGREE 5
STRONGLY DISAGREE 1
CAN'T ANSWER 17
Total S3 -v,
-------
32. Region 10's management is committed to continue to make organizational changes to
effectively deliver environmental services.
Responses
STRONGLY AGREE 5
AGREE 19
ON THE FENCE 16
DISAGREE 1
STRONGLY DISAGREE 2
CAN'T ANSWER 10
Total 53
33. As a result of the reorganization, my unit has chosen to disinvest in certain parts of our program
and/or services.
Responses
STRONGLY AGREE 2
AGREE 6
ON THE FENCE 7
DISAGREE U
STRONGLY DISAGREE 4
CAN'T ANSWER 20
Total S3
34. In my unit/office, the work assignments are distributed appropriately based on grade level.
Responses
STRONGLY AGREE 1
AGREE 13
ON THE FENCE 11
DISAGREE 14
STRONGLY DISAGREE 5
CAN'T ANSWER 9
Total 53
35. My office/program is making progress to adopt these
core processes in our work.
Responses
STRONGLY AGREE 2
AGREE 13
ON THE FENCE 12
DISAGREE 6
STRONGLY DISAGREE 3
CAN'T ANSWER 17
Total 53
36. I often collaborate with others outside my office/unit.
Responses
STRONGLY AGREE 12
AGREE 32
ON THE FENCE 5
DISAGREE 2
STRONGLY DISAGREE 1
CAN'T ANSWER 1
Total 53
-------
37. I am respected and valued for what I know and can do.
Responses
STRONGLY AGREE 8
AGREE 28
ON THE FENCE 8
DISAGREE 2
STRONGLY DISAGREE 2
CAN'T ANSWER 5
Total 53
38. I am treated as fairly as other members of my work group.
Responses
STRONGLY AGREE 6
AGREE 30
ON THE FENCE 6
DISAGREE 6
STRONGLY DISAGREE 3
CAN'T ANSWER 2
Total 53
39. I see our organization's stated value about equal opportunity for
growth and advancement being put into action.
Responses
STRONGLY AGREE 3
AGREE 18
ON THE FENCE 19
DISAGREE 3
STRONGLY DISAGREE 6
CAN'T ANSWER 4
Total 53
40. I am not aware of any prejudicial or discriminatory language or
remarks being made in my work'place.
Responses
STRONGLY AGREE 10
AGREE 24
ON THE FENCE 5
DISAGREE 8
STRONGLY DISAGREE 3
CAN'T ANSWER 3
Total 53
41. in filling jobs in Region 10, competition is open and fair.
Responses
STRONGLY AGREE 3
AGREE 16
ON THE FENCE 15
DISAGREE 11
STRONGLY DISAGREE 7
CAN'T ANSWER 1
Total 53
-------
42. I am satisfied with the recognition I receive for doing a good job.
Responses
STRONGLY AGREE 4
AGREE 22
ON THE FENCE 9
DISAGREE 12
STRONGLY DISAGREE 5
CAN'T ANSWER 1
Total 53
43. The people with whom I work show respect for one another.
Responses
STRONGLY AGREE 6
AGREE 24
ON THE FENCE 14
DISAGREE 7
STRONGLY DISAGREE 2
CAN'T ANSWER 0
Total 53
44. I consider myself a leader within the Region consistent with
Region 10's Leadership Philosophy.
Responses
STRONGLY AGREE 3
AGREE 22
ON THE FENCE 10
DISAGREE 7
STRONGLY DISAGREE 3
CAN'T ANSWER 8
Total 53
45. I believe that staff and managers in Region 10 have embraced
Region 10's Leadership Philosophy and are acting accordingly.
Responses
STRONGLY AGREE 0
AGREE 13
ON THE FEMCE 19
DISAGREE 4
STRONGLY DISAGREE 6
CAN'T ANSWER 10
Total 52
46. Select the answer that best describes your feeling about the
level of empowerment you have in your current job.
Responses
Way too much o
More than ideal 7
Ideal 34
Less than Ideal 8
Not nearly enough 3
Total 52
-------
47; How empowered are you by your manager/supervisor to make decisions in your job for the
majority of your work.
Responses
Manager decides without staff input 1
Manager decides with limited staff input 6
Manager decides with extensive staff input 6
Manager decides based on staff recommendations 12
Staff decides with extensive manager input 3
Staff decides with limited manager input 16
Staff decides without manager input 4
Total 48
48. Select the answer that best describes the level of decision making
empowerment you would like to have in your job for the majority of your work.
Responses
Manager decides without staff input 1
Manager decides with limited staff input 0
Manager decides with extensive staff input 5
Manager decides based, on staff recommendations 15
Staff decides with extensive manager input 5
Staff decides with limited manager input 20
Staff decides without manager input . 3
Total 49
49. Select from the items below those that are most important for you to get the level of
empowerment you desire in your job.
Responses
Program Area Training 20
Technical Support 12
Peer Support 16
Manager Support 30
Authority from Mangager 11
Change in performance agreement 3
Change in position description 7
Don't need anything 6
More Time (Disinvestments) 10
Other (List in comments box) 4
Total 51
50. There is a clear understanding of what our team is working to
achieve.
Responses
STRONGLY AGREE 4
AGREE 9
ON THE FENCE 1
DISAGREE 1
STRONGLY DISAGREE 3
CAN'T ANSWER 1
Total 19
51. Evaluation criteria have been established to measure our team's work and effectiveness.
Responses
STRONGLY AGREE 1
AGREE 4
ON THE FENCE 2
DISAGREE 5
STRONGLY DISAGREE 5
CAN'T ANSWER 2
Total 19
1-\0
-------
52. There is an established process for team members to provide feedback to each other.
Responses
STRONGLY AGREE 1
AGREE 4
ON THE FENCE 2
DISAGREE 4
STRONGLY DISAGREE 6
CAN'T ANSWER 2
Total 19
53. The degree of authority of my team leader (either delegated authority
from management or negotiated authority given by the team) is clear.
Responses
STRONGLY AGREE 2
AGREE 5
ON THE FENCE 0
DISAGREE 2
STRONGLY DISAGREE 5
CAN'T ANSWER A
Total 18
54. The organization's administrative processes/systems are
adequately aligned to support teaming as a new way of doing business.
Responses
STRONGLY AGREE 0
AGREE 5
ON THE FENCE 1
DISAGREE 3
STRONGLY DISAGREE 4
CAN'T ANSWER 4
Total 17
-------
-------
Responses from Office of Environmental Assessment
1. What program do you work for? Choose one.
Responses
RA's Office, Tribal, Enforcement and Compliance, External Affairs 0
Office of Regional Counsel 0
Office of Air Quality 0
Ecosystems and Communities 0
Environmental Assessment 70
Environmental Cleanup 0
Office for Innovation 0
Management Programs 0
Waste and Chemicals Management 0
Office of Water 0
Total 70
2. Where do you work?
Responses
Operations Office 1
Placed-Based (Coeur d'Alene, Yakima, LaGrande, etc.) 1
Manchester Lab 19
Hanford 0
Seattle 48
Total 69
3.What is your position at Region 10?
Responses
Administrative Position 11
Senior Environmental Employee (SEE) 1
Other Staff 54
Unit Manager, Director, ORA. RA, (not teamleader) 4
Total 70
4. I can describe Region 10's Values, Vision, and Mission Statements.
Responses
Yes 33
No 35
Total 68
5. I can describe Region 10's "Strategic Directions."
Responses
Yes 19
No 50
Total 69
6. I can describe Region 10's Leadership Philosophy.
Responses
Yes 28
No 40
Total 68
o-\
-------
7. Region 10 Senior Executives and Unit Managers "walk the talk"
as related to the Region's stated values, vision, and mission.
Responses
STRONGLY AGREE 2
AGREE. 18
ON THE FENCE 12
DISAGREE 9
STRONGLY DISAGREE 10
CAN'T ANSWER 18
Total 69
8. I know who my stakeholders/customers are.
Responses
STRONGLY AGREE 19
AGREE 37
ON THE FENCE 5
DISAGREE 2
STRONGLY DISAGREE 2
CAN'T ANSWER 5
Total 70
9. I know what stakeholders/customers want from Region 10, in general.
Responses
STRONGLY AGREE 11
AGREE 32
ON THE FENCE 14
DISAGREE 4
STRONGLY DISAGREE 2
CAN'T ANSWER 7
Total 70
10. In Region 10 we work as an integrated team to best serve our stakeholders/customers.
Responses
STRONGLY AGREE 7
AGREE 19
ON THE FENCE 18
DISAGREE 10
STRONGLY DISAGREE 9
CAN'T ANSWER 7
Total 70
11. I get the training and resources needed to carry out my work
most effectively.
Responses
STRONGLY AGREE 7
ACREE 36
ON THE FENCE H
DISAGREE 8
STRONGLY DISAGREE 4
CAN'T ANSWER 1
Total 70
-------
12. Region 10's management serves as role models and lead
by example.
Responses
STRONGLY AGREE 2
AGREE 18
ON THE FENCE 21
DISAGREE 13
STRONGLY DISAGREE 10
CAN'T ANSWER 6
Total 70
13. There is an organizational climate within Region 10 that
encourages risk taking.
Responses
STRONGLY AGREE 3
AGREE 19
ON THE FENCE 13
DISAGREE 17
STRONGLY DISAGREE 11
CAN'T ANSWER 7
Total 70
14. Region 10 tries to develop and value a culturally diverse workforce.
Responses
STRONGLY AGREE 16
AGREE 32
ON THE FENCE 9
DISAGREE 4
STRONGLY DISAGREE 1
CAN'T ANSWER 6
Total 68
15. Region 10's management listens to its employees' needs and interests.
Responses
STRONGLY AGREE 6
AGREE 34
ON THE FENCE 16
DISAGREE «
STRONGLY DISAGREE 7
CAN'T ANSWER 3
Total 70
16. Employees in my office ask for, and listen to the feedback/suggestions of
stakeholders/customers.
Responses
STRONGLY AGREE 8
AGREE 39
ON THE FENCE 9
DISAGREE 2
STRONGLY DISAGREE 1
CAN'T ANSWER 11
Total 70
-------
17. Employees in my office take action based on stakeholder/customer feedback/suggestions.
Responses
STRONGLY AGREE 5
AGREE 43
ON THE FENCE 4
DISAGREE 5
STRONGLY DISAGREE 1
CAN'T ANSWER 12
Total 70
18. During the past year. Region 10 employees I know have often
made promises to their stakeholder/customers that were not fulfilled.
Responses
STRONGLY AGREE 3
AGREE 2
ON THE FENCE 11
DISAGREE 28
STRONGLY DISAGREE 3
CAN'T ANSWER 33
Total 70
19. Employees are actively pursuing partnership opportunities
to provide successful program delivery to their stakeholders/customers.
Responses
STRONGLY AGREE 3
AGREE 29
ON THE FENCE 9
DISAGREE 6
STRONGLY DISAGREE 3
CAN'T ANSWER 20
Total 70
20. We communicate about and celebrate each other's successes in my office.
Responses
STRONGLY AGREE 9
AGREE 37
ON THE FENCE 11
DISAGREE 6
STRONGLY DISAGREE 5
CAN'T ANSWER 2
Total 70
21. I give others feedback that helps improve overall performance
in my office/region.
Responses
STRONGLY AGREE 7
AGREE 41
ON THE FENCE 14
DISAGREE 3
STRONGLY DISAGREE 2
CAN'T ANSWER 3
Total 70
-------
22. I receive feedback from my peers that helps improve overall
performance in my office/region.
Responses
STRONGLY AGREE 4
AGREE 34
ON THE FENCE 15
DISAGREE 8
STRONGLY DISAGREE 6
CAN'T ANSWER 3
Total 70
23. My office has high work quality.
Responses
STRONGLY AGREE 28
AGREE 35
ON THE FENCE 4
DISAGREE 0
STRONGLY DISAGREE 1
CAN'T ANSWER 2
Total 70
24. During the past year. Region 10 managers have often made
promises to Region 10 employees that weren't kept.
Responses
STRONGLY AGREE 7
AGREE 12
ON THE FENCE 12
DISAGREE 23
STRONGLY DISAGREE 2
CAN'T ANSWER 14
Total 70
25. I receive feedback from my supervisor that helps improve
overall performance in our office.
Responses
STRONGLY AGREE 10
AGREE 32
ON THE FENCE 16
DISAGREE 8
STRONGLY DISAGREE 3
CAN'T ANSWER 1
Total 70
26. My supervisor serves primarily as a consultant to staff.
Responses
STRONGLY AGREE 13
AGREE 34
ON THE FENCE 7
DISAGREE 9
STRONGLY DISAGREE «
CAN'T ANSWER 3
Total 70
-------
27. Wy supervisor devotes adequate time and attention to
coaching staff.
Responses
STRONGLY AGREE 8
AGREE 22
OH THE FENCE 15
DISAGREE 13
STRONGLY DISAGREE 6
CAN'T ANSWER 6
Total 70
28. In ray view. Region 10 employees continue to expand their
environmental knowledge.
Responses
STRONGLY AGREE 7
AGREE 41
ON THE FENCE 10
DISAGREE 3
STRONGLY DISAGREE 2
CAN'T ANSWER 6
Total 69
29. The "solution of first choice" for Region 10 and its partners is
pollution prevention.
Responses
STRONGLY AGREE 9
AGREE 27
ON THE FENCE 10
DISAGREE 8
STRONGLY DISAGREE 2
CAN'T ANSWER 13
Total 69
30. Region 10 is clear about the mix of enforcement activities that
results in best compliance.
Responses
STRONGLY AGREE 2
AGREE 9
ON THE FENCE 12
DISAGREE 10
STRONGLY DISAGREE 12
CAN'T ANSWER 25
Total 70
31. Region 10 is seen as a leader of integrated environmental
problem solving in the Pacific Northwest.
Responses
STRONGLY AGREE 2
AGREE 10
ON THE FENCE 17
DISAGREE 10
STRONGLY DISAGREE 5
CAN'T ANSWER 26
Total 70
-------
32. Region 10's management is cotrmitted to continue to make organizational changes to
effectively deliver environmental services.
Responses
STRONGLY AGREE 3
AGREE 20
ON THE FENCE 18
DISAGREE 6
STRONGLY DISAGREE 8
CAN'T ANSWER 15
Total 70
33. As a result of the reorganization, my unit has chosen to disinvest in certain parts-of our program
and/or services.
Responses
STRONGLY AGREE 1
AGREE U
ON THE FENCE 11
DISAGREE 15
STRONGLY DISAGREE 7
CAN'T ANSWER 22
Total 70
34. In my unit/office, the work assignments are distributed appropriately based on grade level.
Responses
STRONGLY AGREE 1
AGREE 31
ON THE FENCE 5
DISAGREE 12
STRONGLY DISAGREE 4
CAN'T ANSWER 17
Total 70
35. My office/program is making progress to adopt these
core processes in our work.
Responses
STRONGLY AGREE 4
AGREE 27
ON THE FENCE 10
DISAGREE 9
STRONGLY DISAGREE 2
CAN'T ANSWER 18
Total 70
36. I often collaborate with others outside my office/unit.
Responses
STRONGLY AGREE 30
AGREE 29
ON THE FENCE 5
DISAGREE 4
STRONGLY DISAGREE 1
CAN'T ANSWER 1
Total 70
-------
37. I am respected and valued for what I know and can do.
Responses
STRONGLY AGREE 4
AGREE 46
ON THE FENCE 9
DISAGREE 2
STRONGLY DISAGREE 2
CAN'T ANSWER 7
Total 70
38. I am treated as fairly as other members of my work group.
Responses
STRONGLY AGREE 15
AGREE 37
ON THE FENCE 5
DISAGREE 4
STRONGLY DISAGREE 2
CAN'T ANSWER 7
Total 70
39. I see our organization's stated value about equal opportunity for
grouth and advancement being put into action.
Responses
STRONGLY AGREE 4
AGREE 24
ON THE FENCE 16
DISAGREE 8
STRONGLY DISAGREE 7
CAN'T ANSWER 10
Total 69
40. I am not aware of any prejudicial or discriminatory language or
remarks being made in my work place.
Responses
STRONGLY AGREE 18
AGREE 33
ON THE FENCE 5
DISAGREE 3
STRONGLY DISAGREE 4
CAN'T ANSWER 6
Total 69
41. In filling jobs in Region 10, competition is open and fair.
Responses
STRONGLY AGREE 4
AGREE 24
ON THE FENCE 14
DISAGREE 7
STRONGLY DISAGREE 7
CAN'T ANSWER 14
Total 70
-------
42. 1 am satisfied with the recognition 1 receive for doing a good job.
Responses
STRONGLY AGREE 6
AGREE 38
ON THE FENCE 9
DISAGREE 13
STRONGLY DISAGREE 2
CAN'T ANSWER 2
Total 70
A3. The people with whom I work show respect for one another.
Responses
STRONGLY AGREE 18
AGREE 38
ON THE FENCE 5
.DISAGREE 7
STRONGLY DISAGREE 1
CAN'T ANSWER 1
Total 70
44. I consider myself a leader within the Region consistent with
Region 10's Leadership Philosophy.
Responses
STRONGLY AGREE 4
AGREE 27
ON THE FENCE 15
DISAGREE 4
STRONGLY DISAGREE 2
CAN'T ANSWER 18
Total 70
45. I believe that staff and managers in Region 10 have embraced
Region 10's Leadership Philosophy and are acting accordingly.
Responses
STRONGLY AGREE 1
AGREE 16
ON THE FENCE 17
DISAGREE 8
STRONGLY DISAGREE 6
CAN'T ANSWER 22
Total 70
46. Select the answer that best describes your feeling about the
level of empowerment you have in your current job.
Responses
Way too much 2
More than ideal 5
Ideal 44
Less than Ideal 10
Not nearly enough 3
Total 64
-------
47. How empowered are you by your manager/supervisor to make decisions in your job for the
majority of your work.
Responses
Manager decides without staff input 2
Manager decides with limited staff input 4
Manager decides with extensive staff input 9
Manager decides based on staff reconroendations 8
Staff decides with extensive manager input 4
Staff decides with limited manager input 30
Staff decides without manager input 5
Total 62
48. Select the answer that best describes the level of decision making
empowerment you would like to have in your job for the majority of your work.
Responses
Manager decides without staff input 1
Manager decides with limited staff input 0
Manager decides with extensive staff input 10
Manager decides based on staff recomnendations 17
Staff decides with extensive manager input 1
Staff decides with limited manager input 31
Staff decides without manager input 4
Total 64
49. Select from the items below those that are most important for you to get the level of
empowerment you desire in your job.
Responses
Program Area Training 15
Technical Support 17
Peer Support 22
Manager Support 29
Authority from Mangager 13
Change in performance agreement 1
Change in position description 3
Don't need anything 12
More Time (Disinvestments) 11
Other (List in comments box) 9
Total 63
50. There is a clear understanding of uhat our team is working to
achieve.
Responses
STRONGLY AGREE 6
AGREE 21
ON THE FENCE 3
DISAGREE 1
STRONGLY DISAGREE 1
CAN'T ANSWER 4
Total 36
o-\0
-------
51. Evaluation criteria have been established to measure our team's work and effectiveness.
Responses
STRONGLY AGREE 1
AGREE 9
ON THE FENCE 8
DISAGREE 9
STRONGLY DISAGREE 3
CAN'T ANSWER 6
Total 36
52. There is an established process for team members to provide feedback to each other.
Responses
STRONGLY AGREE 2
AGREE 11
ON THE FENCE 8
DISAGREE 6
STRONGLY DISAGREE 2
CAN'T ANSUER 6
Total 35
53. The degree of authority of my team leader (either delegated authority
from management or negotiated authority given by the team) is clear.
Responses
STRONGLY AGREE 0
AGREE 18
ON THE FENCE 7
DISAGREE 3
STRONGLY DISAGREE 1
CAN'T ANSUER 5
Total 34
54. The organization's administrative processes/systems are
adequately aligned to support teaming as a new way of doing business.
Responses
STRONGLY AGREE 1
AGREE 11
ON THE FENCE 11
DISAGREE 2
STRONGLY DISAGREE 3
CAN'T ANSUER 6
Total 34
-------
-------
Responses from Office of Environmental Cleanup
1. What program do you work for? Choose one.
Responses
RA's Office, Tribal, Enforcement and Compliance, External Affairs 0
Office of Regional Counsel 0
Office of Air Quality 0
Ecosystems and Communities 0
Environmental Assessment 0
Environmental Cleanup 92
Office for Innovation 0
Management Programs 0
Uaste and Chemicals Management 0
Office of Water 0
Total 92
2. Where do you work?
Responses
Operations Office 7
Placed-Based (Coeur d'Alene, Yakima, LaGrande, etc.) 0
Manchester Lab 0
Hanford 7
Seattle 78
Total 92
3.What is your position at Region 10?
Responses
Administrative Position 10
Senior Environmental Employee (SEE) 9
Other Staff 67
Unit. Manager, Director, DRA, RA, (not teamleader) 6
Total 92
4. I can describe Region 10's Values, Vision, and Mission Statements.
Responses
Yes 55
No 37
Total 92
5. I can describe Region 10's "Strategic Directions."
Responses
Yes 30
No 62
Total 92
6. I can describe Region 10's Leadership Philosophy.
Responses
Yes 47
No 44
Total 91
t-\
-------
7. Region 10 Senior Executives and Unit Managers "walk the talk"
as related to the Region's stated values, vision, and mission.
Responses
STRONGLY AGREE 4
AGREE 34
ON THE FENCE 24
DISAGREE 10
STRONGLY DISAGREE 8
CAN'T ANSWER 11
Total 91
6. I know who my stakeholders/customers are.
Responses
STRONGLY AGREE 34
AGREE 48
ON THE FENCE 2
DISAGREE 4
STRONGLY DISAGREE 0
CAN'T ANSWER 4
Total 92
9. I know what stakeholders/customers want from Region 10, in general.
Responses
STRONGLY AGREE 9
AGREE 55
ON THE FENCE 17
DISAGREE 1
STRONGLY DISAGREE 1
CAN'T ANSWER 8
Total 91
10. In Region 10 we work as an integrated teaffl to best serve our stakeholders/customers.
Responses
STRONGLY AGREE 4
AGREE 32
ON THE FENCE 23
DISAGREE 23
STRONGLY DISAGREE 7
CAN'T ANSWER 3
Total 92
11. I get the training and resources needed to carry out my work
most effectively.
Responses
STRONGLY AGREE 11
AGREE 36
ON THE FENCE 18
DISAGREE 24
STRONGLY DISAGREE 3
CAN'T ANSWER 0
Total 92
t-a
-------
12. Region 10's management serves as role models and lead
by example.
Responses
STRONGLY AGREE 7
AGREE 32
ON THE FENCE 23
DISAGREE 22
STRONGLY DISAGREE A
CAN'T ANSWER «
Total 92
13. There is an organizational climate within Region 10 that
encourages risk taking.
Responses
STRONGLY AGREE 6
AGREE 30
ON THE FENCE 23
DISAGREE 19
STRONGLY DISAGREE 10
CAM'T ANSWER 4
Total 92
14. Region 10 tries to develop and value a culturally diverse workforce.
Responses
STRONGLY AGREE 12
AGREE 50
ON THE FENCE 16
DISAGREE 5
STRONGLY DISAGREE 2
CAN'T ANSWER 7
Total 92
15. Region 10's management listens to its employees' needs and interests.
Responses
STRONGLY AGREE 15
AGREE 35
ON THE FENCE 20
DISAGREE 13
STRONGLY DISAGREE 6
CAN'T ANSWER 3
Total 92
16. Employees in my office ask for, and listen to the feedback/suggestions of
stakeholders/customers.
Responses
STRONGLY AGREE 11
AGREE 52
ON THE FENCE 15
DISAGREE 4
STRONGLY DISAGREE 0
CAN'T ANSWER 10
Total 92
-------
17. Employees in my office take action based on stakeholder/customer feedback/suggestions.
Responses
STRONGLY AGREE 9
AGREE 51
OH THE FENCE 20
DISAGREE 2
STRONGLY DISAGREE 0
CAN'T ANSWER 10
Total 92
18. During the past year. Region 10 employees I know have often
made promises to their stakeholder/customers that were not fulfilled.
Responses
STRONGLY AGREE 0
AGREE 10
ON THE FENCE 18
DISAGREE 33
STRONGLY DISAGREE 8
CAN'T ANSWER 23
Total 92
19. Employees are actively pursuing partnership opportunities
to provide successful program delivery to their stakeholders/customers.
Responses
STRONGLY AGREE 10
AGREE 39
ON THE FENCE 19
DISAGREE 10
STRONGLY DISAGREE 2
CAN'T ANSWER 12
Total 92
20. We communicate about and celebrate each other's successes in my office.
Responses
STRONGLY AGREE 6
AGREE 45
OH THE FENCE 22
DISAGREE 14
STRONGLY DISAGREE 4
CAN'T ANSWER 1
Total 92
21. 1 give others feedback that helps improve overall performance
in my office/region.
Responses
STRONGLY AGREE 9
AGREE 56
OH THE FENCE 13
DISAGREE ' 9
STRONGLY DISAGREE 0
CAN'T ANSWER 4
Total 91
-------
22. I receive feedback from my peers that helps improve overall
performance in ray office/region.
Responses
STRONGLY AGREE 3
AGREE 46
ON THE FENCE 19
DISAGREE 21
STRONGLY DISAGREE 2
CAN'T ANSWER 1
Total 92
23. My office has high work quality.
Responses
STRONGLY AGREE 23
AGREE 56
ON THE FENCE 3
DISAGREE 5
STRONGLY DISAGREE 0
CAN'T ANSWER 5
Total 92
24. During the past year. Region 10 managers have often made
promises to Region 10 employees that weren't kept.
Responses
STRONGLY AGREE 8
AGREE 16
ON THE FENCE 18
DISAGREE 30
STRONGLY DISAGREE 5
CAN'T ANSWER 15
Total 92
25. I receive feedback from my supervisor that helps improve
overall performance in our office.
Responses
STRONGLY AGREE 3
AGREE 49
ON THE FENCE 12
DISAGREE 16
STRONGLY DISAGREE 7
CAN'T ANSWER 5
Total 92
26. My supervisor serves primarily as a consultant to staff.
Responses
STRONGLY AGREE 22
AGREE 35
ON THE FENCE 13
DISAGREE 11
STRONGLY DISAGREE 8
CAN'T ANSWER 3
Total 92
-------
27. My supervisor devotes adequate time and attention to
coaching staff.
Responses
STRONGLY AGREE 9
AGREE 24
ON THE FENCE 17
DISAGREE 23
STRONGLY DISAGREE 15
CAN'T ANSWER 4
Total 92
28. In my view. Region 10 employees continue to expand their
environmental knowledge.
Responses
STRONGLY AGREE 10
AGREE 47
ON THE FENCE 16
DISAGREE 8
STRONGLY DISAGREE 1
CAN'T ANSUER 10
Total 92
Z9. The "solution of first choice" for Region 10 and its partners is
pollution prevention.
Responses
STRONGLY AGREE 13
AGREE 31
ON THE FENCE 20
DISAGREE 9
STRONGLY DISAGREE 3
CAN'T ANSUER 16
Total 92
30. Region 10 is clear about the mix of enforcement activities that
results in best compliance.
Responses
STRONGLY AGREE 1
AGREE 13
ON THE FENCE 24
DISAGREE 24
STRONGLY DISAGREE 8
CAN'T ANSUER 22
Total 92
31. Region 10 is seen as a leader of integrated environmental
problem solving in the Pacific Northwest.
Responses
STRONGLY AGREE 1
AGREE 17
ON THE FENCE 24
DISAGREE 24
STRONGLY DISAGREE 2
CAN'T ANSUER 24
Total 92
-------
32. Region 10's management is committed to continue to make organizational changes to
effectively deliver environmental services.
Responses
STRONGLY AGREE 6
AGREE 33
ON THE FENCE 22
DISAGREE 14
STRONGLY DISAGREE 5
CAN'T ANSWER 12
Total 92
33. As a result of the reorganization, my unit has chosen to disinvest in certain parts of our program
and/or services.
Responses
STRONGLY AGREE 1
AGREE 13
ON THE FENCE 20
DISAGREE 25
STRONGLY DISAGREE 7
CAN'T ANSWER 24
Total 90
34. In my unit/office, the work assignments are distributed appropriately based on grade level.
Responses
STRONGLY AGREE 2
AGREE 23
ON THE FENCE 18
DISAGREE 24
STRONGLY DISAGREE 11
CAN'T ANSWER 12
Total 90
35. My office/program is making progress to adopt these
core processes in our work.
Responses
STRONGLY AGREE 5
AGREE 1,2
ON THE FENCE 19
DISAGREE 0
STRONGLY DISAGREE 5
CAN'T ANSWER 14
Total 91
36. I often collaborate with others outside my office/unit.
Responses
STRONGLY AGREE 33
AGREE 43
ON THE FENCE 9
DISAGREE 4
STRONGLY DISAGREE 0
CAN'T ANSWER 2
Total 91
lt-7
-------
37. I am respected and valued for what I know and can do.
Responses
STRONGLY AGREE 12
AGREE 55
ON THE FENCE 9
DISAGREE 4
STRONGLY DISAGREE 1
CAN'T ANSWER 11
Total 92
38. I am treated as fairly as other members of my work group.
Responses
STRONGLY AGREE 15
AGREE 54
ON THE FENCE 8
DISAGREE 9
STRONGLY DISAGREE 2
CAN'T ANSWER 4
Total 92
39. I see our organization's stated value about equal opportunity for
growth and advancement being put into action.
Responses
STRONGLY AGREE 4
AGREE 35
ON THE FENCE 19
DISAGREE 16
STRONGLY DISAGREE 7
CAN'T ANSWER 11
Total 92
40. I am not aware of any prejudicial or discriminatory language or
remarks being made in my work place.
Responses
STRONGLY AGREE 16
AGREE 50
ON THE FENCE 6
DISAGREE 10
STRONGLY DISAGREE 4
CAN'T ANSWER 6
Total 92
41. In filling jobs in Region 10, competition is open and fair.
Responses
STRONGLY AGREE 6
AGREE 31
ON THE FENCE 10
DISAGREE 17
STRONGLY DISAGREE 9
CAN'T ANSWER 19
Total 92
-------
42. I am satisfied with the recognition 1 receive for doing a good job.
Responses
STRONGLY AGREE 8
AGREE A3
ON THE FENCE 19
DISAGREE 13
STRONGLY DISAGREE 6
CAN'T ANSWER 3
Total 92
43. The people uith whom I work show respect for one another.
Responses
STRONGLY AGREE 12
AGREE 61
ON THE FENCE 11
DISAGREE 7
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 92
44. I consider myself a leader within the Region consistent uith
Region 10's Leadership Philosophy.
Responses
STRONGLY AGREE 7
AGREE 46
ON THE FENCE 14
DISAGREE 4
STRONGLY DISAGREE 2
CAN'T ANSWER 17
Total 90
45. I believe that staff and managers in Region 10 have embraced
Region 10's Leadership Philosophy and are acting accordingly.
Responses
STRONGLY AGREE 3
AGREE 28
ON THE FENCE 25
DISAGREE 16
STRONGLY DISAGREE 4
CAN'T ANSWER 15
Total 91
46. Select the answer that best describes your feeling about the
level of empowerment you have in your current job.
Responses
way too much 4
More than ideal 11
Ideal 58
Less than Ideal 9
Not nearly enough 6
Total 88
-------
47. How empowered are you by your manager/supervisor to make decisions in your job for the
majority of your work.
Responses
Manager decides without staff input 0
Manager decides with limited staff input 4
Manager decides with extensive staff input 10
Manager decides based on staff recommendations 9
Staff decides with extensive manager input 3
Staff decides with limited manager input 56
Staff decides without manager input 7
Total 89
48. Select the answer that best describes the level of decision making
empowerment you would like to have in your job for the majority of your work.
Responses
Manager decides without staff input 1
Manager decides with limited staff input 0
Manager decides with extensive staff input 1
Manager decides based on staff recommendations 13
Staff decides with extensive manager input 6
Staff decides with limited manager input 65
Staff decides without manager input 2
Total 88
49. Select from the items below those that are most important for you to get the level of
empowerment you desire in your job.
Responses
Program Area Training 25
Technical Support 26
Peer Support 27
Manager Support 47
Authority from Mangager 21
Change in performance agreement 3
Change in position description 5
Don't need anything 18
More Time (Disinvestments) 12
Other
-------
52. There is an established process for team members to provide -feedback to each other.
Responses
STRONGLY AGREE 3
AGREE 13
ON THE FENCE 3
DISAGREE 11
STRONGLY DISAGREE 0
CAN'T ANSWER 2
Total 32
53. The degree of authority of ray team leader (either delegated authority
from management or negotiated authority given by the team) is clear.
Responses
STRONGLY AGREE 4
AGREE 10
ON THE FENCE 8
DISAGREE 8
STRONGLY DISAGREE 0
CAN'T ANSWER 2
Total 32
54. The organization's administrative processes/systems are
adequately aligned to support teaming as a neu way of doing business.
Responses
STRONGLY AGREE 3
AGREE 7
ON THE FENCE 8
DISAGREE 8
STRONGLY DISAGREE 2
CAN'T ANSWER 6
Total 34
-------
-------
Responses from the Office of Ecosystem and Communities
1. What program do you work for? Choose one.
Responses
RA's Office, Tribal, Enforcement and Compliance, External Affairs 0
Office of Regional Counsel 0
Office of Air Quality 0
Ecosystems' and Communities 62
Environmental Assessment 0
Environmental Cleanup 0
Office for Innovation 0
Management Programs 0
Uaste and Chemicals Management 0
Office of Water 0
Total 62
2. Where do you work?
Responses
Operations Office 10
Placed-Based (Coeur d'Alene. Yakima, LaGrande, etc.) 1
Manchester Lab • 0
Hanford 0
Seattle 50
Total 61
3.What is your position at Region 10?
Responses
Administrative Position 4
Senior Environmental Employee (SEE) 7
Other Staff 46
Unit Manager, Director, DRA, RA, (not teamleader) 5
Total 62
4. I can describe Region 10's Values, Vision, and Mission Statements.
Responses
Yes 40
No 22
Total 62
5. I can describe Region 10's "Strategic Directions."
Responses
Yes 30
Ho 31
Total 61
6- I can describe Region 10's Leadership Philosophy.
Responses
Yes 33
No 28
Total 61 L - \
-------
7. Region 10 Senior Executives and Unit Managers "walk the talk"
as related to the Region's stated values, vision, and mission.
Responses
STRONGLY AGREE 1
AGREE 22
ON THE FENCE 18
DISAGREE 9
STRONGLY DISAGREE 4
CAN'T ANSWER 8
Total 62
8. I know who my stakeholders/customers are.
Responses
STRONGLY AGREE 19
AGREE 34
ON THE FENCE 3
DISAGREE 3
STRONGLY DISAGREE 0
CAN'T ANSWER 2
Total 61
9. I know what stakeholders/customers want from Region 10, in general.
Responses
STRONGLY AGREE 12
AGREE 29
ON THE FENCE 10
DISAGREE 6
STRONGLY DISAGREE 0
CAN'T ANSWER 5
Total 62
10. In Region 10 we work as an integrated team to best serve our stakeholders/customers.
Responses
STRONGLY AGREE 0
AGREE 11
ON THE FENCE 17
DISAGREE 20
STRONGLY DISAGREE 9
CAN'T ANSWER 5
Total 62
11. I get the training and resources needed to carry out my work
most effectively.
Responses
STRONGLY AGREE 3
AGREE 24
ON THE FENCE 15
DISAGREE 14
STRONGLY DISAGREE 6
CAN'T ANSWER 0
Total 62
-------
12. Region 10's management serves as role models and lead
by example.
Responses
STRONGLY AGREE 0
AGREE 21
ON THE FENCE 13
DISAGREE 19
STRONGLY DISAGREE 7
CAN'T ANSWER 2
Total 62
13. There is an organizational climate within Region 10 that
encourages risk taking.
Responses
STRONGLY AGREE 3
AGREE 16
ON THE FENCE 15
DISAGREE 12
STRONGLY DISAGREE 12
CAN'T ANSWER 4
Total 62
14. Region 10 tries to develop and value a culturally diverse workforce.
Responses
STRONGLY AGREE 11
AGREE 26
ON THE FENCE 14
DISAGREE 4
STRONGLY DISAGREE 4
CAN'T ANSWER 3
Total 62
15. Region 10's management listens to its employees' needs and interests.
Responses
STRONGLY AGREE 5
AGREE 32
ON THE FENCE 9
DISAGREE 8
STRONGLY DISAGREE 4
CAN'T ANSWER 3
Total 61
16. Employees in my office ask for, and listen to the feedback/suggestions of
stakeholders/customers.
Responses
STRONGLY AGREE 8
AGREE 37
ON THE FENCE 8
DISAGREE 2
STRONGLY DISAGREE 1
CAN'T ANSWER 6
Total 62
1-3
-------
17. Employees in ray office take action based on stakeholder/customer feedback/suggestions.
Responses
STRONGLY AGREE 6
AGREE 28
ON THE FENCE U
DISAGREE 3
STRONGLY DISAGREE 1
CAN'T ANSWER 10
Total 62
18. During the past year. Region 10 employees I know have often
made promises to their stakeholder/customers that were not fulfilled.
Responses
STRONGLY AGREE 2
AGREE 9
ON THE FENCE 5
DISAGREE 19
STRONGLY DISAGREE 4
CAN'T ANSWER 23
Total 62
19. Employees are actively pursuing partnership opportunities
to provide successful program delivery to their stakeholders/customers.
Responses
STRONGLY AGREE 9
AGREE 32
ON THE FENCE 9
DISAGREE 1
STRONGLY DISAGREE 1
CAN'T ANSWER 9
Total 61
20. We communicate about and celebrate each other's successes in my office.
Responses
STRONGLY AGREE 1
AGREE 20
ON THE FENCE 15
DISAGREE 19
STRONGLY DISAGREE 2
CAN'T ANSWER 4
Total 61
21. I give others feedback that helps improve overall performance
in my office/region.
Responses
STRONGLY AGREE 2
AGREE 38
ON THE FENCE 11
DISAGREE 5
STRONGLY DISAGREE 1
CAN'T ANSWER «
Total 61
-------
22. I receive feedback from my peers that helps improve overall
performance in my office/region.
Responses
STRONGLY AGREE 3
AGREE 31
ON THE FENCE 14
DISAGREE 10
STRONGLY DISAGREE 2
CAN'T ANSWER Z
Total 62
23. My office has high work quality.
Responses
STRONGLY AGREE 12
AGREE 39
ON THE FENCE 6
DISAGREE 2
STRONGLY DISAGREE 1
CAN'T ANSWER 2
Total 62
24. During the past year. Region 10 managers have often made
promises to Region 10 employees that weren't kept.
Responses
STRONGLY AGREE 6
AGREE 7
ON THE FENCE K
DISAGREE 22
STRONGLY DISAGREE 1
CAN'T ANSWER 12
Total 62
25. I receive feedback from my supervisor that helps improve
overall performance in our office.
Responses
STRONGLY AGREE 6
AGREE 38
ON THE FENCE 10
DISAGREE 5
STRONGLY DISAGREE 2
CAN'T ANSWER 1
Total 62
26. My supervisor serves primarily as a consultant to staff.
Responses
STRONGLY AGREE 11
AGREE 28
ON THE FENCE 6
DISAGREE 6
STRONGLY DISAGREE 5
CAN'T ANSWER 4
Totel 62
l-S"
-------
27. My supervisor devotes adequate time and attention to
coaching staff.
Responses
STRONGLY AGREE 2
AGREE 28
ON THE FENCE 13
DISAGREE 10
STRONGLY DISAGREE 7
CAN'T ANSWER 2
Total 62
28. In my view. Region 10 employees continue to expand their
environmental knowledge.
Responses
STRONGLY AGREE S
AGREE 36
ON THE FENCE 6
DISAGREE 8
STRONGLY DISAGREE 0
CAN'T ANSUER 7
Total 62
29. The "solution of first choice" for Region 10 and its partners is
pollution prevention.
Responses
STRONGLY AGREE 8
AGREE 25
ON THE FENCE 13
DISAGREE 8
STRONGLY DISAGREE 2
CAN'T ANSUER 6
Total 62
30. Region 10 is clear about the mix of enforcement activities that
results in best compliance.
Responses
STRONGLY AGREE 0
AGREE 3
OH THE FENCE 8
DISAGREE 21
STRONGLY DISAGREE 11
CAN'T ANSUER 19
Total 62
31. Region 10 is seen as a leader of integrated environmental
problem solving in the Pacific Northwest.
Responses
STRONGLY AGREE 2
AGREE 8
ON THE FENCE 12
DISAGREE 21
STRONGLY DISAGREE 5
CAN'T ANSUER 14
Total 62
-------
32. Region 10's management is committed to continue to make organizational changes to
effectively deliver environmental services.
Responses
STRONGLY AGREE 3
AGREE 30
ON THE FENCE 11
DISAGREE 5
STRONGLY DISAGREE 3
CAN'T ANSWER 10
Total 62
33. As a result of the reorganization, my unit has chosen to disinvest in certain parts of our program
and/or services.
Responses
STRONGLY AGREE 3
AGREE 25
ON THE FENCE 11
DISAGREE 12
STRONGLY DISAGREE 3
CAN'T ANSWER 8
Total 62
34. In my unit/office, the uork assignments are distributed appropriately based on grade level.
Responses
STRONGLY AGREE 2
AGREE 13
ON THE FENCE 14
DISAGREE 14
STRONGLY DISAGREE 8
CAN'T AMSWER 11
Total 62
35. My office/program is making progress to adopt these
core processes in our work.
Responses
STRONGLY AGREE . 6
AGREE 35
ON THE FENCE 9
DISAGREE 5
STRONGLY DISAGREE 0
CAN'T ANSWER 7
Total 62
36. I often collaborate with others outside my office/unit.
Responses
STRONGLY AGREE 28
AGREE 25
ON THE FENCE 4
DISAGREE 3
STRONGLY DISAGREE 0
CAN'T ANSWER 2
Total 62
U-7
-------
37. I am respected and valued for what 1 know and can do.
Responses
STRONGLY AGREE 10
AGREE 33
ON THE FENCE 12
DISAGREE 3
STRONGLY DISAGREE 1
CAN'T ANSWER 3
Total 62
38. I am treated as fairly as other members of my work group.
Responses
STRONGLY AGREE U
AGREE 32
ON THE FENCE 9
DISAGREE A
STRONGLY DISAGREE 2
CAN'T ANSWER 1
Total 62
39. I see our organization's stated value about equal opportunity for
growth and advancement being put into action.
Responses
STRONGLY AGREE 6
AGREE 16
ON THE FENCE 15
DISAGREE 11
STRONGLY DISAGREE 7
CAN'T ANSWER 6
Total 61
40. I am not aware of any prejudicial or discriminatory language or
remarks being made in ray work place:
Responses
STRONGLY AGREE 20
AGREE 25
ON THE FENCE 3
DISAGREE 7
STRONGLY DISAGREE 1
CAN'T ANSWER 6
Total 62
61. In filling jobs in Region 10, competition is open and fair.
Responses
STRONGLY AGREE 3
AGREE 15
ON THE FENCE 10
DISAGREE 11
STRONGLY DISAGREE 5
CAN'T ANSWER 18
Total 62
L-8
-------
42. I am satisfied with the recognition I receive for doing a good job.
Responses
STRONGLY AGREE 9
AGREE 26
ON THE FENCE 12
DISAGREE 10
STROMGLY DISAGREE 4
CAN'T ANSWER 1
Total 62
43. The people with whom I work show respect for one another.
Responses
STROMGLY AGREE 9
AGREE 35
ON THE FENCE 8
DISAGREE 6
STRONGLY DISAGREE 2
CAN'T ANSUER 1
Total 61
44. I consider myself a leader within the Region consistent with
Region 10's Leadership Philosophy.
Responses
STRONGLY AGREE 14
AGREE 25
ON THE FENCE 6
DISAGREE 5
STRONGLY DISAGREE 1
CAN'T ANSUER 10
Total 61
45. I believe that staff and managers in Region 10 have embraced
Region 10's Leadership Philosophy and are acting accordingly.
Responses•
STRONGLY AGREE 2
AGREE 21
ON THE FENCE 15
DISAGREE 8
STRONGLY DISAGREE 5
CAN'T ANSUER 10
Total 61
46. Select the answer that best describes your feeling about the
level of empowerment you have in your current job.
Responses
Way too much 3
More than ideal 2
Ideal 43
Less than Ideal 8
Not nearly enough 4
Total 60
-------
47. Hou empowered are you by your manager/supervisor to make decisions in your job for the
majority of your work.
Responses
Manager decides without staff input 0
Manager decides with limited staff input 3
Manager decides with extensive staff input 4
Manager decides based on staff recommendations 16
Staff decides with extensive manager input 2
Staff decides with limited manager input 29
Staff decides without manager input 5
Total 59
48. Select the answer that best describes the level of decision making
empowerment you would like to have in your job for the majority of your work.
Responses
Manager decides without staff input 0
Manager decides with limited staff input 0
Manager decides with extensive staff input 4
Manager decides based on staff recommendations 13
Staff decides with extensive manager input 4
Staff decides with limited manager input 36
Staff decides without manager input 2
Total 59
49. Select from the items below those that are most important for you to get the level of
empowerment you desire in your job.
Responses
Program Area Training 13
Technical Support 23
Peer Support 22
Manager Support 33
Authority from Mangager 16
Change in performance agreement 1
Change in position description 2
Don't need anything 9
More Time (Disinvestments) 12
Other (List in comments box) 6
Total 60
50. There is a clear understanding of what our team is working to
achieve.
Responses
STRONGLY AGREE 0
AGREE 17
ON THE FENCE 6
DISAGREE 1
STRONGLY DISAGREE 9
CAN'T ANSWER 2
Total 35
L-\0
-------
51. Evaluation criteria have been established to measure our team's uork and effectiveness.
Responses
STRONGLY AGREE 0
AGREE 2
ON THE FENCE B
DISAGREE 12
STRONGLY DISAGREE 8
CAN'T ANSUER 5
Total 35
52. There is an established process for team members to provide feedback to each other.
Responses
STRONGLY AGREE 1
AGREE 7
OH THE FENCE 8
DISAGREE 8
STRONGLY DISAGREE 6
CAN'T ANSUER 5
Total 35
53. The degree of authority of my team leader (either delegated authority
from management or negotiated authority given by the team) is clear.
Responses
STRONGLY AGREE 1
AGREE 5
OK THE FENCE 12
DISAGREE , 5
STRONGLY DISAGREE 7
CAN'T ANSUER 5
Total 35
54. The organization's administrative processes/systems are
adequately aligned to support teaming as a new way of doing business.
Responses
STRONGLY AGREE 1
AGREE 5
OK THE FENCE 9
DISAGREE 10
STRONGLY DISAGREE 6
CAN'T ANSUER 4
Total 35
l-U
-------
M
-------
Office of Air Quality
1. What program do you work for? Choose one.
Responses
RA's Office. Tribal, Enforcement and Compliance, External Affairs 0
Office of Regional Counsel 0
Office of Air Quality 35
Ecosystems and Communities 0
Environmental Assessment 0
Environmental Cleanup 0
Office for Innovation 0
Management Programs 0
Waste and Chemicals Management 0
Office of Water 0
Total 35
2. Where do you work?
Responses
Operations Office . 5
Placed-Based (Coeur d'Alene, Yakiraa, LaGrande, etc.) 0
Manchester Lab 0
Hanford 0
Seattle 30
Total 35
3.What is your position at Region 10?
Responses
Administrative Position 2
Senior Environmental Employee (SEE) 2
Other Staff . 28
Unit Manager, Director. ORA. RA, (not teamleader) 3
Total 35
4. I can describe Region 10's Values, Vision, and Mission Statements.
• Responses
Yes 17
No 18
Total 35
5. I can describe Region 10's "Strategic Directions."
Responses
Yes 10
No 25
Total 35
6. I can describe Region 10's Leadership Philosophy.
Responses
Yes U
No 21
Total 35
-------
7. Region 10 Senior Executives and Unit Managers "walk the talk"
as related to the Region's stated values, vision, and mission.
Responses
STRONGLY AGREE 1
AGREE 2
ON THE FENCE 12
DISAGREE 4
STRONGLY DISAGREE 4
CAN'T ANSWER 11
Total 34
8. I know who my stakeholders/customers are.
Responses
STRONGLY AGREE 12
AGREE 17
ON THE FENCE 4
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 35
9. I know what stakeholders/customers want from Region 10, in general.
Responses
STRONGLY AGREE 5
AGREE 19
ON THE FENCE 5
DISAGREE 2
STRONGLY DISAGREE 0
CAN'T ANSWER 3
• Total 34
10. In Region 10 we work as an integrated team to best serve our stakeholders/customers.
Responses
STRONGLY AGREE 0
AGREE 2
ON THE FENCE 11
DISAGREE 11
STRONGLY DISAGREE 5
CAN'T ANSWER 5
Total 34
11. I get the training and resources needed to carry out ray work
most effectively.
Responses
STRONGLY AGREE 0
AGREE 11
OH THE FENCE 9
DISAGREE 12
STRONGLY DISAGREE 3
CAN'T ANSWER 0
Total 35
-------
12. Region 10's management serves as role models and lead
by example.
Responses
STRONGLY AGREE 0
AGREE 4
ON THE FENCE 10
DISAGREE 10
STRONGLY DISAGREE 7
CAN'T ANSWER 4
Total 35
13. There is an organizational, climate within Region 10 that
encourages risk taking.
Responses
STRONGLY AGREE 0
AGREE 8
ON THE FENCE 4
DISAGREE 13
STRONGLY DISAGREE 6
CAN'T ANSWER 4
Total 35
14. Region 10 tries to develop and value a culturally diverse workforce.
Responses
STRONGLY AGREE 2
AGREE 20
ON THE FENCE 5
DISAGREE 4
STRONGLY DISAGREE 1
CAN'T ANSWER 3
Total 35
15. Region 10's management listens to its employees' needs and interests.
Responses
STRONGLY AGREE 1
AGREE 7
ON THE FENCE 7
DISAGREE 11
STRONGLY DISAGREE 6
CAN'T ANSWER 3
Total 35
16. Employees in my office ask for, and listen to the feedback/suggestions of
stakeholders/customers.
Responses
STRONGLY AGREE 3
AGREE 18
ON THE FENCE 6
DISAGREE 2
STRONGLY DISAGREE 2
CAN'T ANSWER 4
Total 35
-------
17. Employees in my office take action based on stakeholder/customer feedback/suggest ions.
Responses
STRONGLY AGREE 1
AGREE 15
ON THE FENCE 8
DISAGREE 4
STRONGLY DISAGREE 1
CAN'T ANSWER 6
Total 35
18. During the past year. Region 10 employees I know have often
made promises to their stakeholder/customers that were not fulfilled.
Responses
STRONGLY AGREE 0
AGREE 4
ON THE FENCE 5
DISAGREE 14
STRONGLY DISAGREE 0
CAN'T ANSWER 12
Total 35
19. Employees are actively pursuing partnership.opportunities
to provide successful program delivery to their stakeholders/customers.
Responses
STRONGLY AGREE 1
AGREE 16
ON THE FENCE 6
DISAGREE 3
STRONGLY DISAGREE 4
CAN'T ANSWER 5
Total 35
20. Ue communicate.about and celebrate each other's successes in my office.
Responses
STRONGLY AGREE 0
AGREE 14
ON THE FENCE 3
DISAGREE 10
STRONGLY DISAGREE 4
CAN'T ANSWER 4
Total 35
21. I give others feedback that helps improve overall performance
in my office/region.
Responses
STRONGLY AGREE 1
AGREE 22
ON THE FENCE S
DISAGREE 4
STRONGLY DISAGREE 0
CAN'T ANSWER 2
Total 34
(VM
-------
22. I receive feedback from my peers that helps improve overall
performance in my office/region.
Responses
STRONGLY AGREE 0
AGREE 14
ON THE FENCE 5
DISAGREE 13
STRONGLY DISAGREE 1
CAN'T ANSWER 2
Total 35
23.' Hy office has high work quality.
Responses
STRONGLY AGREE 2
AGREE 12
ON THE FENCE 8
DISAGREE 5
STRONGLY DISAGREE 2
CAN'T ANSWER 6
Total 35
24. During the past year, Region 10 managers have often made
promises to Region 10 employees that weren't kept.
Responses
STRONGLY AGREE 3
AGREE 12
ON THE FENCE 7
DISAGREE 5
STRONGLY DISAGREE 0
CAN'T ANSWER 8
Total 35
25. I receive feedback from my supervisor that helps improve
overall performance in our office.
Responses
STRONGLY AGREE 0
AGREE 13
ON THE FENCE 8
DISAGREE 10
STRONGLY DISAGREE 3
CAN'T ANSWER 1
Total 35
26. My supervisor serves primarily as a consultant to staff.
Responses
STRONGLY AGREE 1
AGREE 12
ON THE FENCE 2
DISAGREE 10
STRONGLY DISAGREE 8
CAN'T ANSWER 2
Total 35
(V5
-------
27. My supervisor devotes adequate time and attention to
coaching staff.
Responses
STRONGLY AGREE 0
AGREE 4
ON THE FENCE 6
DISAGREE 12
STRONGLY DISAGREE 9
CAN'T ANSWER 4
Total 35
28. In my view, Region 10 enployees continue to expand their
environmental knowledge.
Responses
STRONGLY AGREE 3
AGREE 20
ON THE FENCE 3
DISAGREE 6
STRONGLY DISAGREE 0
CAN'T ANSWER 3
Total 35
29. The "solution of first choice" for Region 10 and its partners is
pollution prevention.
Responses
STRONGLY AGREE 5
AGREE 6
ON THE FENCE 7
DISAGREE 8
STRONGLY DISAGREE 2
CAN'T ANSWER 7
Total 35
30. Region 10 is clear about the mix of enforcement activities that
results in best compliance.
Responses
STRONGLY AGREE 0
AGREE 0
ON THE FENCE 6
DISAGREE 12
STRONGLY DISAGREE 10
CAN'T ANSWER 7
Total 35
31. Region 10 is seen as a leader of integrated environmental
problem solving in the Pacific Northwest.
Responses
STRONGLY AGREE 0
AGREE 0
ON THE FENCE 6
DISAGREE U
STRONGLY DISAGREE 5
CAN'T ANSWER 10
Total 35
-------
32. Region 10's management is committed to continue to make organizational changes to
effectively deliver environmental services.
Responses
STRONGLY AGREE 1
AGREE 8
OH THE FENCE 7
DISAGREE 9
STRONGLY DISAGREE 7
CAN'T ANSWER 3
Total 35
33. As a result of the reorganization, my unit has chosen to disinvest in certain parts of our program
and/or services.
Responses
STRONGLY AGREE 0
AGREE 6
ON THE FENCE 4
DISAGREE 12
STRONGLY DISAGREE 6
CAN'T ANSWER 7
Total 35
34. In my unit/office, the work assignments are distributed appropriately based on grade level.
Responses
STRONGLY AGREE 0
AGREE 0
ON THE FENCE 5
DISAGREE U
STRONGLY DISAGREE 8
CAN'T ANSWER 8
Total 35
35. Hy office/program is making progress to adopt these
core processes in our work.
Responses
STRONGLY AGREE 1
AGREE 9
ON THE FENCE 4
DISAGREE 6
STRONGLY DISAGREE 5
CAN'T ANSWER 10
Total 35
36. I often collaborate with others outside my office/unit.
Responses
STRONGLY AGREE 6
AGREE 18
ON THE FENCE 3
DISAGREE 6
STRONGLY DISAGREE 0
CAN'T ANSWER 2
Total 35
-------
37. I am respected and valued for what I know and can do.
Responses
STRONGLY AGREE 2
AGREE 25
OH THE FENCE 5
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 2
Total 35
38. I am treated as fairly as other members of my work group.
Responses
STRONGLY AGREE 5
AGREE 16
OH THE FENCE 5
DISAGREE 3
STRONGLY DISAGREE 1
CAN'T ANSWER 5
Total 35
39. 1 see our organization's stated value about equal opportunity for
growth and advancement being put into action.
Responses
STRONGLY AGREE 2
AGREE 6
ON THE FENCE 9
DISAGREE 10
STRONGLY DISAGREE 4
CAN'T ANSWER 4
Total 35
40. I am not aware of any prejudicial or discriminatory language or
remarks being made in.my work place.
Responses
STRONGLY AGREE 9
AGREE 16
ON THE FENCE 3
DISAGREE 1
STRONGLY DISAGREE 2
CAN'T ANSWER 4
Total 35
41. In filling jobs in Region 10, competition is open and fair.
Responses
STRONGLY AGREE 2
AGREE 4
ON THE FENCE 9
DISAGREE 5
STRONGLY DISAGREE 2
CAN'T ANSWER 12
Total 34
(VS
-------
42. I am satisfied with the recognition I receive for doing a good job.
Responses
STRONGLY AGREE 2
AGREE 10
ON THE FENCE 8
DISAGREE 10
STRONGLY DISAGREE 3
CAN'T ANSWER 2
Total 35
43. The people with whom I work show respect for one another.
Responses
STRONGLY AGREE 3
AGREE 21
OM THE FENCE 5
DISAGREE 5
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 35
44. I consider myself a leader within the Region consistent with
Region 10's Leadership Philosophy.
Responses
STRONGLY AGREE 1
AGREE 13
OM THE FENCE 5
DISAGREE 5
STRONGLY DISAGREE 0
CAM'T ANSWER 10
Total 34
45. I believe that staff and managers in Region 10 have embraced
Region 10's Leadership Philosophy and are acting accordingly.
Responses
STRONGLY AGREE 1
AGREE 5
ON THE FENCE 8
DISAGREE 7
STRONGLY DISAGREE 3
CAN'T ANSWER .10
Total 34
46. Select the answer that best describes your feeling about the
level of empowerment you have in your current job.
Responses
Way too much 0
More than ideal 7
Ideal 16
Less than Ideal ' 7
Not nearly enough 3
Total 33
-------
47. How empowered are you by your manager/supervisor to make decisions in your job for the
majority of your work.
Kesponses
Manager decides without staff input 2
Manager decides with limited staff input 5
Manager decides with extensive staff input 4
Manager decides based on staff recommendations 5
Staff decides with extensive manager input 0
Staff decides with limited manager input 12
Staff decides without manager input 5
Total 33
48. Select the answer that best describes the level of decision making
empowerment you would like to have in your job for the majority of your work.
Responses
Manager decides without staff input 0
Manager decides with limited staff input 0
Manager decides with extensive staff input 2
Manager decides based on staff recommendations 14
Staff decides with extensive manager input 2
Staff decides with limited manager input 15
Staff decides without manager input 0
Total 33
49. Select from the items below those that are most important for you to get the level of
empowerment you desire in your job.
Responses
Program Area Training 15
Technical Support 10
Peer Support 11
Manager Support 18
Authority from Mangager 16
Change in performance agreement 0
Change in position description 2
Don't need anything 2
More Time (Disinvestments) 11
Other (List in comments box) 3
Total 35
50. There is a clear understanding of what our team is working to
achieve.
Responses
STRONGLY AGREE 3
AGREE 8
ON THE FENCE 4
DISAGREE 2
STRONGLY DISAGREE 2
CAN'T ANSWER 1
Total 20
(V\0
-------
51. Evaluation criteria have been established to measure our team's work and effectiveness.
Responses
STRONGLY AGREE 0
AGREE 4
ON THE FENCE 2
DISAGREE 9
STRONGLY DISAGREE 3
CAN'T ANSWER 1
Total 19
52. There is an established process for team members to provide feedback to each other.
Responses
STRONGLY AGREE 0
AGREE 6
ON THE FENCE 3
DISAGREE 7
STRONGLY DISAGREE 3
CAN'T ANSWER 0
Total 19
53. The degree of authority of my team leader (either delegated authority
from management or negotiated authority given by the team) is clear.
Responses
STRONGLY AGREE 2
AGREE 3
ON THE FENCE 3
DISAGREE 6
STRONGLY DISAGREE 5
CAN'T ANSWER 0
Total 19
54. The organization's administrative processes/systems are
adequately aligned to support teaming as a new way of doing business.
Responses
STRONGLY AGREE 0
AGREE 2
ON THE FENCE 3
DISAGREE 7
STRONGLY DISAGREE 2
CAN'T ANSWER 6
Total 20
-------
N
-------
Responses from the Office of Regional Counsel
1. What program do you uork for? Choose one.
Responses
RA's Office, Tribal, Enforcement and Compliance, External Affairs 0
Office of Regional Counsel 32
Office of Air Quality 0
Ecosystems and Communities 0
Environmental Assessment 0
Environmental Cleanup 0
Office for Innovation 0
Management Programs 0
Waste and Chemicals Management 0
Office of Water 0
Total 32
2. Where do you work?
Responses
Operations Office 3
Placed-Based (Coeur d'Alene, Yakima, LaGrande, etc.) 0
Manchester Lab 0
Hartford 0
Seattle 29
Total 32
3.What is your position at Region 10?
Responses
Administrative Position 8
Senior Environmental Employee (SEE) 1
Other Staff 19
Unit Manager, Director, ORA, RA, (not teamleader) 3
Total 31
A. I can describe Region 10's Values, Vision, and Mission Statements.
Responses
Yes 17
No 15
Total 32
5. I can describe Region 10's "Strategic Directions."
Responses
Yes 7
No 25
Total 32
<\J-\
-------
6. I can describe Region 10's Leadership Philosophy.
Responses
Yes 12
Ho 20
Total 32
7. Region 10 Senior Executives and Unit Hanagers "walk the talk"
as related to the Region's stated values, vision, and mission.
Responses
STRONGLY AGREE 0
AGREE 6
ON THE FENCE 10
DISAGREE 2
STRONGLY DISAGREE 0
CAN'T ANSWER U
Total 32
8. I know who my stakeholders/customers are.
Responses
STRONGLY AGREE 4
AGREE 16
ON THE FENCE 3
DISAGREE . 0
STRONGLY DISAGREE 2
CAN'T ANSWER 5
Total 30
9. I know what stakeholders/customers want from Region 10, in general.
Responses
STRONGLY AGREE 1
AGREE 11
ON THE FENCE 7
DISAGREE 2
STRONGLY DISAGREE 2
CAN'T ANSWER 9
Total 32
10. In Region 10 we work as an integrated team to best serve our stakeholders/customers.
Responses
STRONGLY AGREE 2
AGREE 12
OH THE FENCE 6
DISAGREE 4
STRONGLY DISAGREE 1
CAN'T ANSWER 7
Total 32
-------
11. I get the training and resources needed to carry out my work
most effectively.
Responses
STRONGLY AGREE 4
AGREE 11
OH THE FENCE 4
DISAGREE 8
STRONGLY DISAGREE 2
CAN'T ANSWER 1
Total 30
12. Region 10's management serves as role models and lead
by example.
Responses
STRONGLY AGREE 1
AGREE 10
ON THE FENCE 7
DISAGREE 8
STRONGLY DISAGREE 0
CAN'T AMSUER 6
Total 32
13. There is an organizational climate within Region 10 that
encourages risk taking.
Responses
STRONGLY AGREE 1
AGREE 8
ON THE FENCE 6
DISAGREE 8
STRONGLY DISAGREE 2
CAN'T ANSWER S
Total 30
14. Region 10 tries to develop and value a culturally diverse workforce.
Responses
STRONGLY AGREE 5
AGREE 19
ON THE FENCE 6
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 0
Total 31
15. Region 10's management listens to its employees' needs and interests.
Responses
STRONGLY AGREE 4
AGREE . 10
ON THE FENCE 10
DISAGREE 4
STRONGLY DISAGREE 1
CAN'T ANSWER 2
Total 31 (\\-.?
-------
16. Employees in my office ask for, and listen to the feedback/suggestions of
stakeholders/customers.
Responses
STRONGLY AGREE 3
AGREE 13
ON THE FENCE 9
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 6
Total 32
17. Employees in my office take action based on stakeholder/customer feedback/suggestions.
Responses
STRONGLY AGREE 1
AGREE U
ON THE FENCE 7
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 8
Total 31
18. During the past year. Region 10 employees I know have often
made promises to their stakeholder/customers that were not fulfilled.
Responses
STRONGLY AGREE 0
AGREE 3
ON THE FENCE 3
DISAGREE 9
STRONGLY DISAGREE 3
CAN'T ANSWER U
Total 32
19. Employees are actively pursuing partnership opportunities
to provide successful program delivery to their stakeholders/customers.
Responses
STRONGLY AGREE 1
AGREE 11
ON THE FENCE 6
DISAGREE 0
STRONGLY DISAGREE 0
CAN'T ANSWER 13
Total 31
20. We communicate about and celebrate each other's successes in my office.
Responses
STRONGLY AGREE 0
AGREE 18
ON THE FENCE 2
DISAGREE 9
STRONGLY DISAGREE 1
CAN'T ANSWER 1
Total 31 ,,
-------
21. I give others feedback that helps improve overall performance
in my office/region.
Responses
STRONGLY AGREE 2
AGREE 22
OH THE FENCE 5
DISAGREE 2
STRONGLY DISAGREE 0
CAN'T ANSWER 0
Total 31
22. I receive feedback from my peers that helps improve overall
performance in my office/region.
Responses
STRONGLY AGREE 2
AGREE 20
ON THE FENCE 6
DISAGREE 4
STRONGLY DISAGREE 0
CAN'T ANSWER 0
Total 32
23. My office has high work quality.
Responses
STRONGLY AGREE 11
AGREE 19
ON THE FENCE 1
DISAGREE 0
STRONGLY DISAGREE 0
CAN'T ANSWER 0
Total 31
24. During the past year. Region 10 managers have often made
promises to Region 10 employees that weren't kept.
Responses
STRONGLY AGREE 1
AGREE 1
ON THE FENCE 8
DISAGREE 9
STRONGLY DISAGREE 2
CAN'T ANSWER 11
Total 32
25. I receive feedback from my supervisor that helps improve
overall performance in our office.
Responses
STRONGLY AGREE 7
AGREE 16
ON THE FENCE 3
DISAGREE . 5
STRONGLY DISAGREE 1
CAN'T ANSWER 0
Total 32
-------
26. My supervisor serves primarily as a consultant to staff.
Responses
STRONGLY AGREE 10
AGREE U
ON THE FENCE 4
DISAGREE 0
STRONGLY DISAGREE 2
CAN'T ANSWER 1
Total 31
27. Ny supervisor devotes adequate time and attention to
coaching staff.
Responses
STRONGLY AGREE 8
AGREE 9
ON THE FENCE 7
DISAGREE 2
STRONGLY DISAGREE 2
CAN'T ANSWER 4
Total 32
28. In my view. Region-10 employees continue to expand their
environmental knowledge.
Responses
STRONGLY AGREE 3
AGREE 18
ON THE FENCE 4
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER A
Total 30
29. The "solution of first choice" for Region 10 and its partners is
pollution prevention.
Responses
STRONGLY AGREE 2
AGREE 9
ON THE FENCE 4
DISAGREE 5
STRONGLY DISAGREE 1
CAN'T ANSWER 9
Total 30
30. Region 10 is clear about the mix of enforcement activities that
results in best compliance.
Responses
STRONGLY AGREE 0
AGREE 3
ON THE FENCE 5
DISAGREE 10
STRONGLY DISAGREE 6
CAN'T ANSWER 7
N-fc,
-------
31. Region 10 is seen as a leader of integrated environmental
problem solving in the Pacific Northwest.
Responses
STRONGLY AGREE 0
AGREE 3
ON THE FENCE 5
DISAGREE 6
STRONGLY DISAGREE 1
CAN'T ANSWER 15
Total 30
32. Region 10's management is committed to continue to make organizational changes to
effectively, deliver environmental'services.
Responses
STRONGLY AGREE 1
AGREE 10
ON THE FENCE 5
DISAGREE 5
STRONGLY DISAGREE 0
CAN'T ANSWER 10
Total 31
33. As a result of the reorganization, my unit has chosen to disinvest in certain parts of our program
and/or services.
Responses
STRONGLY AGREE 0
AGREE 2
ON THE FENCE 3
DISAGREE 11
STRONGLY DISAGREE 4
CAN'T ANSWER 10
Total 30
34. In my unit/office, the work assignments are distributed appropriately based on grade level.
Responses
STRONGLY AGREE 0
AGREE 13
ON THE FENCE 7
DISAGREE 6
STRONGLY DISAGREE 1
CAN'T ANSWER 5
Total 32
35. Hy office/program is making progress to adopt these
core processes in our work.
Responses
STRONGLY AGREE 1
AGREE 5
ON THE FENCE 4
DISAGREE 4
STRONGLY DISAGREE 2
CAN'T ANSWER 16
Total 32
-------
36. I often collaborate with others outside my office/unit.
Responses
STRONGLY AGREE 11
AGREE 15
ON THE FENCE 1
DISAGREE 3
STRONGLY DISAGREE 1
CAN'T ANSWER 0
Total 31
37. 1 am respected and valued for what I know and can do.
Responses
STRONGLY AGREE 5
AGREE 21
ON THE FENCE 4
DISAGREE 0
STRONGLY DISAGREE 0
CAK'T ANSWER 1
Total 31
38. I am treated as fairly as other members of my work group.
Responses
STRONGLY AGREE 9
AGREE 14
ON THE FENCE 3
DISAGREE 2
STRONGLY DISAGREE 1
CAN'T ANSWER 3
Total 32
39. I see our organization's stated value about equal opportunity for
growth and advancement being put into action.
Responses
STRONGLY AGREE 3
AGREE 11
ON THE FENCE 8
DISAGREE 3
STRONGLY DISAGREE 0
CAN'T ANSWER 6
Total 31
40. I am not aware of any prejudicial -or discriminatory language or
remarks being made in my work place.
Responses
STRONGLY AGREE 7
AGREE 21
ON THE FENCE 1
DISAGREE 1
STRONGLY DISAGREE 1
CAN'T ANSWER 1
Total 32
-------
41. In filling jobs in Region 10, competition is open and fair.
Responses
STRONGLY AGREE 1
AGREE 13
ON THE FEMCE 5
DISAGREE 4
STRONGLY DISAGREE 0
CAN'T ANSWER 8
Total 31
42. I am satisfied with the recognition I receive for doing a good job.
Responses
STRONGLY AGREE 5
AGREE 15
ON THE FENCE 2
DISAGREE 8
STRONGLY DISAGREE 2
CAN'T ANSUER 0
Total 32
43. The people with whom 1 work show respect for one another.
Responses
STRONGLY AGREE 6
AGREE 20
ON THE FENCE 4
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSUER 0
Total 31
44. I consider myself a leader within the Region consistent with
Region 10's Leadership Philosophy.
Responses
STRONGLY AGREE 1
AGREE 7
ON THE FENCE 6
DISAGREE 5
STRONGLY DISAGREE 0
CAN'T ANSWER 12
Total 31
45. I believe that staff and managers in Region 10 have embraced
Region 10's Leadership Philosophy and are acting accordingly.
Responses
STRONGLY AGREE 1
AGREE 5
ON THE FENCE 6
DISAGREE 3
STRONGLY DISAGREE 0
CAN'T ANSUER 16
Total 31
-------
46. Select the answer that best describes your feeling about the
level of empowerment you have in your current job.
Responses
Way too much 0
More than ideal 0
Ideal 21
Less than Ideal 8
Not nearly enough 2
Total 31
47. How empowered are you by your manager/supervisor to make decisions in your job for the
majority of your work.
Responses
Manager decides without staff input 0
Manager decides with limited staff input 1
Manager decides with extensive staff input 5
Manager decides based on staff recommendations 5
Staff decides with extensive manager input 2
Staff decides with limited manager input 17
Staff decides without manager input 0
Total 30
48. Select the answer that best describes the level of decision making
empowerment you would like to have in your job for the majority of your work.
Responses
Manager decides without staff input 0
Manager decides with limited staff input 2
Manager decides with extensive staff input 1
Manager decides based on staff recommendations 3
Staff decides with extensive, manager input 4
Staff decides with limited manager input 18
Staff decides without manager input 0
Total 28
49. Select from the items below those that are most important for you to get the level of
empowerment you desire in your job.
Responses
Program Area Training 9
Technical Support 9
Peer Support 8
Manager Support 13
Authority from Mangager 6
Change in performance agreement 3
Change in position description 3
Don't need anything 5
More Time (Disinvestments) 5
Other (List in comments box) 4
Total 29
(V)-\0
-------
50. There is a clear understanding of what our team is working to
achieve.
Responses
STRONGLY AGREE 1
AGREE 1
ON THE FENCE 3
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 7
51. Evaluation criteria have been established to measure our team's work and effectiveness.
Responses
STRONGLY AGREE 0
AGREE 0
ON THE FENCE 2
DISAGREE 3
STRONGLY DISAGREE 1
CAN'T ANSWER 1
Total 7
52. There is an established process for team members to provide feedback to each other.
Responses
STRONGLY AGREE . 0
AGREE 1
ON THE FENCE 4
DISAGREE 0
STRONGLY DISAGREE 1
CAN'T ANSWER 0
Total 6
53. The degree of authority of ray team leader (either delegated authority
from management or negotiated authority given by the team) is clear.
Responses
STRONGLY AGREE 0
AGREE 0
ON THE FENCE 3
DISAGREE 2
STRONGLY DISAGREE 1
CAN'T ANSWER 0
Total 6
54. The organization's administrative processes/systems are
adequately aligned to support teaming as a new way of doing business.
Responses
STRONGLY AGREE 0
AGREE 3
ON THE FENCE 1
DISAGREE 2
STRONGLY DISAGREE 1
CAN'T ANSWER 0
Total
(\3-\\
-------
-------
Responses from RA's Office, Tribal, Enforcment and Compliance, External Affairs, Ops
Office Directors and the administrative, budget and planning staff in the Ops Offices.
1. What program do you work for? Choose one.
Responses
RA's Office, Tribal, Enforcement and Compliance, External Affairs 58
Office of Regional Counsel 0
Office of Air Quality 0
Ecosystems and Communities 0
Environmental Assessment 0
Environmental Cleanup 0
Office for Innovation 0
Management Programs 0
Uaste and Chemicals Management 0
Office of Water 0
Total 58
2. Where do you work?
Responses
Operations Office 31
Placed-Based (Coeur d'Alene, Yakima, LaGrande, etc.) 0
Manchester Lab 1
Hanford 0
Seattle 25
Total 57
3.What is your position at Region 10?
Responses
Administrative Position 20
Senior Environmental Employee (SEE) 8
Other Staff 25
Unit Manager, Director, DRA, RA, (not teamleader) 5
Total 58
4. I can describe Region 10's Values, Vision, and Mission Statements.
Responses
Yes 30
No 26
Total 56
5. I can describe Region 10's "Strategic Directions."
Responses
Yes 23
No 33
Total 56
6. I can describe Region 10's Leadership Philosophy.
Responses
Yes 29
No 27
Total 56
0-\
-------
7. Region 10 Senior Executives and Unit Managers "walk the talk"
as related to the Region's stated values, vision, and mission.
Responses
STRONGLY AGREE 4
AGREE 20
ON THE FENCE 13
DISAGREE 6
STRONGLY DISAGREE 0
CAN'T ANSUER 13
Total 56
8. I know who my stakeholders/customers are.
Responses
STRONGLY AGREE 23
AGREE 23
ON THE FENCE 2
DISAGREE 0
STRONGLY DISAGREE 1
CAN'T ANSWER 7
Total 56
9. I know what stakeholders/customers want from Region 10, in general.
Responses
STRONGLY AGREE 11
AGREE 27
ON THE FENCE 11
DISAGREE 0
STRONGLY DISAGREE 0
CAN'T ANSUER 7
Total 56
10. In Region 10 we work as an integrated team to best serve our stakeholders/customers.
Responses
STRONGLY AGREE 2
AGREE 20
ON THE FENCE 15
DISAGREE 12
STRONGLY DISAGREE 1
CAN'T ANSWER 6
Total 56
11. I get the training and resources needed to carry out my work
most effectively.
Responses
STRONGLY AGREE 11
AGREE 26
ON THE FENCE 10
DISAGREE 5
STRONGLY DISAGREE 2
CAN'T ANSWER 3
Total 57
0-a
-------
12. Region 10's management serves as role models and lead
by example.
Responses
STRONGLY AGREE 5
AGREE 27
ON THE FENCE 12
DISAGREE 4
STRONGLY DISAGREE 2
CAN'T ANSWER 6
Total 56
13. There is an organizational climate within Region 10 that
encourages risk taking.
Responses
STRONGLY AGREE 3
AGREE 23
ON THE FENCE 15
DISAGREE 4
STRONGLY DISAGREE 2
CAN'T ANSWER 10
Total 57
14. Region 10 tries to develop and value a culturally diverse workforce.
Responses
STRONGLY AGREE 14
AGREE 29
ON THE FENCE 6
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 6
Total 56
15. Region 10's management listens to its employees' needs and interests.
Responses
STRONGLY AGREE 10
AGREE 28
ON THE FENCE 9
DISAGREE 4
STRONGLY DISAGREE 2
CAN'T ANSWER 4
Total 57
16. Employees in my office ask for, and listen to the feedback/suggestions of
stakeholders/customers.
Responses
STRONGLY AGREE 16
AGREE 26
ON THE FENCE 8
DISAGREE 2
STRONGLY DISAGREE 0
CAN'T ANSWER 5
Total 57
0-3
-------
17. Employees in ray office take action based on stakeholder/customer feedback/suggestions.
Responses
STRONGLY AGREE 12
AGREE 25
ON THE FENCE 9
DISAGREE 2
STRONGLY DISAGREE 0
CAN'T ANSWER 9
Total 57
18. During the past year. Region 10 employees I knou have often
made promises to their stakeholder/customers that were not fulfilled.
Responses
STRONGLY AGREE 2
AGREE 6
ON THE FENCE 11
DISAGREE 14
STRONGLY DISAGREE 3
CAN'T ANSWER 21
Total 57
19. Employees are-actively pursuing partnership opportunities
to provide successful program delivery to their stakeholders/customers.
Responses
STRONGLY AGREE 11
AGREE 21
ON THE FENCE 13
DISAGREE 0
STRONGLY DISAGREE 0
CAN'T ANSWER 12
Total 57
20. We communicate about and celebrate each other's successes in my office.
Responses
STRONGLY AGREE 11
AGREE 27
ON THE FENCE 11
DISAGREE 2
STRONGLY DISAGREE 1
CAN'T ANSWER 5
Total 57
21. I give others feedback that helps improve overall performance
in my office/region.
Responses
STRONGLY AGREE 7
AGREE 36
ON THE FENCE 5
DISAGREE 2
STRONGLY DISAGREE 0
CAM'T ANSWER 7
Total 57
0-4
-------
22. I receive feedback from my peers that helps improve overall
performance in ray office/region.
Responses
STRONGLY AGREE 11
AGREE 26
ON THE FENCE 10
DISAGREE 5
STRONGLY DISAGREE 0
CAN'T ANSWER 5
Total 57
23. My office has high work quality.
Responses
STRONGLY AGREE 19
AGREE 27
ON THE FENCE 4
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 6
Total 57
24. During the past year. Region 10 managers have often made
promises to Region 10 employees that weren't kept.
Responses
STRONGLY AGREE 3
AGREE 7
ON THE FENCE 12
DISAGREE 10
STRONGLY DISAGREE 3
CAN'T ANSWER 22
Total 57
25. I receive feedback from my supervisor that helps improve
overall performance in our office.
Responses
STRONGLY AGREE 10
AGREE 23
ON THE FENCE 10
DISAGREE 6
STRONGLY DISAGREE 2
CAN'T ANSWER 6
Total 57
26. My supervisor serves primarily as a consultant to staff.
Responses
STRONGLY AGREE 15
AGREE 19
ON THE FENCE B
DISAGREE 5
STRONGLY DISAGREE 1
CAN'T ANSWER 8
Total 56
0-6"
-------
27. My supervisor devotes adequate time and attention to
coaching staff.
Responses
STRONGLY AGREE 8
AGREE 23
ON THE FENCE 9
DISAGREE 6
STRONGLY DISAGREE Z
CAN'T ANSWER 8
Totat 56
26. In my view. Region 10 employees continue to expand their
environmental knowledge.
Responses
STRONGLY AGREE 11
AGREE 26
ON THE FENCE 6
DISAGREE 3
STRONGLY DISAGREE 1
CAN'T AUSUER 9
Total 56
29. The "solution of first choice" for Region 10 and its partners is
pollution prevention.
Responses
STRONGLY AGREE 5
AGREE 19
ON THE FENCE 12
DISAGREE 6
STRONGLY DISAGREE 0
CAN'T ANSUER U
Total 56
30. Region 10 is clear about the mix of enforcement activities that
results in best compliance.
Responses
STRONGLY AGREE 1
AGREE 8
ON THE FENCE 14
DISAGREE 7
STRONGLY DISAGREE 2
CAN'T ANSWER 24
Total 56
31. Region 10 is seen as a leader of integrated environmental
problem solving in the Pacific Northwest.
Responses
STRONGLY AGREE 4
AGREE 13
ON THE FENCE 9
DISAGREE 7
STRONGLY DISAGREE 1
CAN'T ANSWER 22
Total 56
0-fc
-------
32. Region 10's management is committed to continue to make organizational changes to
effectively deliver environmental services.
Responses
STRONGLY AGREE 5
AGREE 23
ON THE FENCE 9
DISAGREE 4
STRONGLY DISAGREE 0
CAN'T ANSWER 15
Total 56
33. As a result of the reorganization, my unit has chosen to disinvest in certain parts of our program
and/or services.
Responses
STRONGLY AGREE 3
AGREE 13
ON THE FENCE 7
DISAGREE 11
STRONGLY DISAGREE 1
CAN'T ANSWER 21
Total 56
34. In my unit/office, the work assignments are distributed appropriately based on grade level.
Responses
STRONGLY AGREE 4
AGREE 15
ON THE FENCE 8
DISAGREE 7
STRONGLY DISAGREE 1
CAN'T ANSWER 21
Total 56
35. My office/program is making progress to adopt thase
core processes in our work.
Responses
STRONGLY AGREE 11
AGREE 23
ON THE FENCE 9
DISAGREE 0
STRONGLY DISAGREE 1
CAN'T ANSWER 12
Total 56
36. I often collaborate with others outside my office/unit.
Responses
STRONGLY AGREE 23
AGREE 22
ON THE FENCE 4
DISAGREE 2
STRONGLY DISAGREE 0
CAN'T ANSWER 4
Total 55
0-1
-------
37. I am respected and valued for what I know and can do.
Responses
STRONGLY AGREE 13
AGREE 25
ON THE FENCE 5
DISAGREE 3
STRONGLY DISAGREE 0
CAN'T ANSWER 10
Total 56
38. I am treated as fairly as other members of my work group.
Responses
STRONGLY AGREE 13
AGREE 30
ON THE FENCE 7
DISAGREE 1
STRONGLY DISAGREE 1
CAN'T ANSWER 5
Total 57
39. I see our organization's stated value about equal opportunity for
growth and advancement being put into action.
Responses
STRONGLY AGREE 6
AGREE 18
ON THE FENCE 16
DISAGREE 3
STRONGLY DISAGREE 1
CAN'T ANSWER 12
Total 56
40. I am not auare of any prejudicial or discriminatory language or
remarks being made in my work place.
Responses
STRONGLY AGREE 15
AGREE 23
ON THE FENCE 8
DISAGREE 7
STRONGLY DISAGREE 1
CAN'T ANSWER 3
Total 57
.41. In -filling jobs in Region 10, competition is open and fair.
Responses
STRONGLY AGREE 5
AGREE 15
ON THE FENCE 7
DISAGREE 8
STRONGLY DISAGREE 1
CAN'T ANSWER 21
Total 57
-------
42. I am satisfied with the recognition I receive for doing a good job.
Responses
STRONGLY AGREE 7
AGREE 28
ON THE FENCE 9
DISAGREE 5
STRONGLY DISAGREE 3
CAN'T ANSWER 5
Total 57
43. The people with whom I work show respect for one another.
Responses
STRONGLY AGREE 15
AGREE 25
ON THE FENCE 11
DISAGREE 3
STRONGLY DISAGREE 1
CAN'T ANSWER 2
Total 57
44. I consider myself a leader within the Region consistent with
Region 10's Leadership Philosophy.
Responses
STRONGLY AGREE 10
AGREE 20
ON THE FENCE 5
DISAGREE 4
STRONGLY DISAGREE 0
CAN'T ANSWER 17
Total 56
45. I believe that staff and managers in Region 10 have embraced
Region 10's Leadership Philosophy and are acting accordingly.
Responses
STRONGLY AGREE 4
AGREE 21
ON THE FENCE 14
DISAGREE 4
STRONGLY DISAGREE 0
CAN'T ANSWER 13
Total 56
46. Select the answer that best describes your feeling about the
level of empowerment you have in your current job.
Responses
Way too much 2
More than ideal 5
Ideal 34
Less than Ideal 11
Not nearly enough 0
Total 52
-------
47. How empowered are you by your manager/supervisor to make decisions in your job for the
majority of your work.
Responses
Manager decides without staff input 1
Manager decides with limited staff input 5
Manager decides with extensive staff input 9
Manager decides based on staff recommendations 11
Staff decides with extensive manager input 3
Staff decides with limited manager input 19
Staff decides without manager input 0
Total 48
48. Select the answer that best describes the level of decision making
empowerment you would like to have in your job for the majority of your work.
Responses
Manager decides without staff input 1
Manager decides with limited staff input • 2
Manager decides with extensive staff input 9
Manager decides based on staff recommendations 8
Staff decides with extensive manager input 5
Staff decides with limited manager input 23
Staff decides without manager input 0
Total 48
49. Select from the items below those that are most important for you to get the level of
empowerment you desire in your job.
Responses
Program Area Training 22
Technical Support 16
Peer Support 20
Manager Support 19
Authority from Mangager . 5
Change in performance agreement 1
Change in position description 4
Don't need anything 9
More Time (Disinvestments) 9
Other (List in comments box) 5
Total 51
SO.-There is a clear understanding of what our team is working to
achieve.
Responses
STRONGLY AGREE 2
AGREE 5
ON THE FENCE S
DISAGREE 3
STRONGLY DISAGREE 0
CAN'T ANSWER 0
Total 15
0-VO
-------
51. Evaluation criteria have been established to measure our team's work and effectiveness.
Responses
STRONGLY AGREE 1
AGREE 2
ON THE FENCE 2
DISAGREE 8
STRONGLY DISAGREE 1
CAN'T ANSWER 1
Total 15
52. There is an established process for team members to provide feedback to each other.
Responses
STRONGLY AGREE 1
AGREE 3
OM THE FENCE 4
DISAGREE 6
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 15
53. The degree of authority of ray team leader (either delegated authority
from management or negotiated authority given by the team) is clear.
Responses
STRONGLY AGREE 2
AGREE 3
ON THE FENCE 5
DISAGREE 3
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 14
54. The organization's administrative processes/systems are
• adequately aligned to support teaming as a new way of doing business.
Responses
STRONGLY AGREE 1
AGREE 3
ON THE FENCE 4
DISAGREE 3
STRONGLY DISAGREE 0
CAN'T ANSWER 5
Total 16
0-l\
-------
-------
Region 10 Survey Results -- By Job Category
#4. I can describe Region 10's Values, Vision, and Mission Statements
Percent Response
'Supervisor/Mgt
'Other Staff
SEE
'Administrative
#5. I can describe Region 10's "Strategic Directions"
Percent Response
'Supervisor'Mgt
'Other Staff
'SEE
'Administrative
#6. I can describe Region 10's Leadership Philosophy
Percent Response
Supervisor'Mgt
'Other Staff
'SEE
'Administrative
Administrative
SEE
Other Staff
Supervisor/Management
-------
Region 10 Survey Results -- By Job Category
#7. Region 10 Senior Executives and Unit Managers "walk the talk" as related to the
Region's stated Values, Vision and Mission.
Percent Response
Supervisor/Mgt.
'Other Stalt
'SEE
'Administrative
Strongly Agree
#8. I know who my stakeholders/customers are.
Percent Response
Supervisor/Mgt.
'Other Staff
'SEE
Administrative
Strongly Agree
Disagree Strongly Disagree Cant Answer
#9. I know what stakeholders/customers want from Region 10, in general.
Sup>ervisor/Mg1
Other Staff
SEE
Administrative
Administrative
SEE
Other Staff
Supervisor/Management
9-
-------
Region 10 Survey Results - By Job Category
#10. In Region 10 we work as an integrated team to best serve our stakeholders/customers.
Percent Response
Supervisor/Mgt.
'Other Stafl
'SEE
Administrative
Strongly Agree Agree On me Fence Disagree Strongly Disagree CanlAnswec
#11. I get the training and resources needed to carry out my work most effectively.
Percent Response
Supervisor/Mgt
'Other Staff
'SEE
Administrative
Strongly Agree Agree On the Fence Disagree Strongly Disagree Cam Answer
#12. Region 10's management serves as role models and lead by example.
Percent Response
Supervisor/Mgt
'Admit n
Strongly Agree Agree On the Fence Disagree Strongly Disagree Can t Answer
Administrative
SEE
Other Staff
Supervisor/Management
-------
Region 10 Survey Results -- By Job Category
#13. There is an organizational climate within Region 10 that encourages risk taking.
Percent Response
Supervisor/Mgt.
"Other Staff
'SEE
'Administrative
Canl Answer
#14. Region 10 tries to develop and value a culturally diverse workforce.
Percent Response
'Supervisor/Mgt
'Other Staff
'SEE
''Administrative
Strongly Agree Agree On Ihe Fence Disagree Strongly Disagree Canl Answer
#15. Region 10's management listens to its employees' needs and interests.
upervisor/Mgt
Other Staff
SEE
Administrative
Administrative
SEE
Other Staff
Supervisor/Management
-------
Region 10 Survey Results - By Job Category
#16. Employees in my office ask for, and listen to the feedback/suggestions of
stakeholders/customers.
P«rcent Response
Supervi-.;
'Other StaH
Administrative
#17. Employees in my office take action based on stakeholder/customer feedback/suggestions
Percent Response
Supervisor Mgl
'Other Start
'SEE
-tratrve
Strongly Agree
Age**
On the Fence
Di»*grw Strongly D>Mgre«
#18. During the past year, Region 10 employees I know have often made promises to their
freeholders/customers that were not fulfilled.
Superv
Other Staff
SEE
strative
Administrative
SEE
Other Staff
Supervisor/Management
- ->
-------
Region 10 Survey Results - By Job Category
#19. Employees are actively pursuing partnership opportunities to provide successful program
delivery to their stakeholders/customers.
Percent Response
Supervisor/Mgt.
'Other Staft
'SEE
'Administrative
Strongly Agree Agree On the Fence Disagree Strongly Disagree Can't Answer
#20. We communicate about and celebrate each other's successes in my office.
Percent Response
Supervisor/Mgt.
'Other Staff
'SEE
'Administrative
Strongly Agree Agree On the Fence Disagree Strongly Disagree Cum Answer
#21. I give others feedback that helps improve overall performance in my office/region.
Percent Response
Supervisor/Mgt
'Other Staff
'SEE
Administrative
Strongly Agree Agree On the Fence Disagree Strongly Disagree Can't Answer
Administrative
SEE
Other Staff
Supervisor/Management
-------
Region 10 Survey Results -- By Job Category
#22. I receive feedback from my peers that helps improve overall performance in my office/region
Percent Response
'Supervisor Mgt
'Other Stall
'SEE
'Admin
Strongly Agree Agree
On the Fence Disagree Strongly Disagree Cant Answer
#23. My office has high work quality.
Percent Response
n
_' f
'Supervisor Mgt
'Other Staff
'SEE
'Administrative
Strongly Agree Agree
On the Fence
Disagree Strongly Disagree Cant Answer
#24. During the past year, Region 10 managers have often made promises to Region 10 mployees
that weren't kept.
Percent Response
/Supervisor'Mgt
/Other StHlt
/SEE
./Administrative
Administrative
SEE
Other Staff
Supervisor/Management
-------
Region 10 Survey Results - By Job Category
#25. I receive feedback from my supervisor that helps improve overall performance in our office.
Percent Response
Supervis
'Other Stall
'SEE
Administrative
Strongly Agree Agree On the Fence Omgree Strongly Disagree C«m Answer
#26. My supervisor serves primarily as a consultant to staff.
Percent Response
Supefvisor/Mgt
'Othef Stall
'Administrative
Siroogty Agree Agree On the Pence Disagree Strongly DiMgre« Cent Answer
#27. My supervisor devotes adequate time and attention to coaching staff.
Percent Response
Supervisof'Mgt
'Other Stall
'Administrative
Strongly Agree Agref On the Fence Disagree Strongly Disagree Cam Answer
nistrative | SI
1
EE m Other Staff
| Supervisor/Management
-------
Region 10 Survey Results - By Job Category
#28. In my view, Region 10 employees continue to expand their environmental knowledge.
Percent Response
-| 1
1 '
^f
Supervisor Mat
Other Stall
EE
A
-------
Region 10 Survey Results - By Job Category
#31. Region 10 is seen as a leader of integrated environmental problem solving in the Pacific
Northwest.
Percent Response
Strongly Agree
Agree
On the Fence
Disagree Strongly Disagree Cam Answer
#32. Region 10's management is committed to continue to make organizational changes to
effectively deliver environmental services.
Percent Response
'Supervisor'Mgt
Other -
Administrative
Strongly Agree
Agree
On the Fence
Disagree Strongly DiMgree Cant Answer
#33. As a result of the reorganization, my unit has chosen to disinvest in certain parts of our
program and/or services.
Percent Response
-tart
SEE
Administrative
Slroogly Agree
Agree
On the Fence
Disagree Strongly Disagree ~am Answer
Administrative
SEE
Other Staff
Supervisor/Management
-------
Region 10 Survey Results -- By Job Category
#34. In my unit/office, the work assignments are distributed appropriately based on grade level
Percent Response
Strongly Agree
Agree Dn the Fence Disagree Strongly Disagree C«m Answer
#35. My office/program is making progress to adopt these core processes in our work.
Strongly Disagree C«m Answe
#36. I often collaborate with others outside my office/unit.
Percent Response
'Supervisoc/Mgt
'Other Staff
'SEE
'Administrative
Strongly Ag»ee Agree
On the Fence Disagree Strongly Disagree Cam Answer
Administrative
SEE
Other Staff
Supervisor/Management
-------
Region 10 Survey Results -- By Job Category
#37. I am respected and valued for what I know and can do.
Percent Respons
Super,
Strongly Agree Agree 3n the Pence 3<»gre« Strongly Diugree CanTAniwei
#38. I am treated as fairly as other members of my work group.
Percent Response
Supervisor Mgt
'Other
Adrnimslrattve
Strongly Agree AjrM tjnce 3i»sre« Suongly DiMgrx C«m Ap»w»
#39. I see our organization's stated value about equal opportunity for growth and advancement
being put into action.
Strongly Ditagre* C*n 1 Antwei
Administrative
SEE
Other Staff
Supervisor/Management
-------
Region 10 Survey Results -- By Job Category
#40. I am not aware of any prejudicail or discriminatory language or remarks being made in my
work place.
Percent Response
Sup
'Othet- -
Strongly Agree Agree On the Pence Disagree Strongly Disagree Cant Answer
#41. In filling jobs in Region 10, competition is open and fair.
Percent Response
'Other Start
'Administrative
Strongly Agree Agree On the Fence Disagree Strongly Disagree Cam Answer
#42. I am satisfied with the recognition I receive for doing a good job.
Percent Response
!
Strongly Agree Agree On the Fence Oisagre* Strongly Disagree Sam Answer
Administrative
SEE
Other Staff
Supervisor/Management
-
-------
Region 10 Survey Results - By Job Category
#43. The people with whom I work show respect for one another.
Percent Response
Strongly Agree
Agree
On the Fence
Disagree Strongly Disagree Cam Answer
#44. I consider myself a leader within the Region consistent with Region 10's Leadership
Philosophy.
Percent Response
Supervisor Mgl
'Other Staff
'Administrative
Strongly Agree
Agree
On the Fence
Disagree Strongly Disagree Cam Answer
#45. I believe that staff and managers in Region 10 have embraced Region 10's Leadership
Philosophy and are acting accordingly.
Percent Respon
- y'
'Other
"SEE
'Administrative
Strongly Agree
Agree
On the Fence
Disagree Strongly Disagree Cam Answer
Administrative
SEE
Other Staff
Supervisor/Management
-------
Region 10 Survey Results •• By Job Category
#46. Select the answer that best describes your feeling about the level of empowerment
you have in your current job.
Percent Response
• Mgl
^Admn
Manager Decides Staft Decides
Administrative
SEE
Other Staff
Supervisor/Management
-------
Region 10 Survey Results - By Job Category
#49. Select from the items below those that are most important for you to get the level of
empowerment you desire in your job.
" jr >; -3OOT W^t
•
#50. There is a clear understanding of what our team is working to achieve
#51.
Evaluation criteria have been established to measure our team s work and effectivenes
P»rc»ol R**p
Strondy Agrrt
Administrative
SEE
Other Staff
Supervisor/Management
P- ^
-------
Region 10 Survey Results -- By Job Category
#52. There is an established process for team members to provide feedback to each other.
Percent Response
Supervisor Mgt
'Other Staff
EE
'Administrative
Strongly Agree Agree
On the Fence
Ditagree Strongly Oiugre* Cam Antwer
#53. The degree of authority of my team leader (either delegated authority from management or
negotiated authority given by the team) is clear.
Percent Re»pons«
>upervisorMgt
'Other Staff
"SEE
Administrative
Strongly Agree
Agree
On the Fence
Ditegre* Strongly Diwgree Car t Answer
#54. The organization's administrative processes/systems are adequately aligned to support
teaming as a new way of doing business.
Percent Response
Strongly Diwgree Cam Aniwe
isor'Mgt
:her Staff
EE
Administrate
Administrative
SEE
Other Staff
Supervisor/Management
Y \1
-------
1996 Reorganization Survey results, sorted by POSITION
1. What program do you work for? Choose one.
r
RA's Office, Tribal, Enforcement and Compliance,
External Affairs, Ops. Office Directors, and the adm.,
budget and planning staff in the Ops. Offices.
Office of Regional Counsel
Office of Air Quality
Ecosystems and Communities
Environmental Assessment
Environmental Cleanup
Office for .nnovation
Management Program
Waste and Chemicals Management
Office of Water
Office or wacer
Administre Senfcr
tfve Posit Environmen
ion tal Employ
ee (SEE)
Other Unft Harag
Staff er, Direct
or, OR A,
RA. {not
Total
ColX
ColX
ColX
ColX
ColX
ColX
«,
ColX
ColX
Total
ColX
20
22.73X
8
9.09X
2
2.27X
4
4.55X
11
12.50X
10
11.36X
4
4.55X
6
88
100.00X
8
20.51X
1
2.56X
2
5.13%
7
17.95X
,
2.56X
9'
23.08X
,,,!
10.26%
3
39
100. OOX
25
6.72X
19
5.11%
28
7.53%
46
12.37X
54
14.52%
67
18.01X
35
9.4U
58
372
100. OOX
5
11.90X
3
7.14X
3
7.14%
5
11.90X
4
9.52X
6
14.29X
4
9.52%
6
42
100. OOX
58
0.00%
31
0.00%
35
O.OOX
62
0.00?.
70
0.00%
92
O.OOX
47
O.OOX
73
541
O.OOX
-------
3.What is your position at Region 10?
RA's Offic Office of Office of Ecosystems Environmen Enviromnen Office Management Waste and Office of
e, Tribal, Regional Air Qualit and Conmun taI Assess tal Cteanu for Innova Programs chemicals Water
Enf. et al Counsel y (ties merit P tion Management
Total
Administrative Position
ColX
Senior Environmental Employee CSEE)
ColX
Other Staff
ColX
Unit Manager, Director, DRA, RA, (not
ColX
20 0
34.48X 25. SIX
8 \
13.79X 3.23X
25 19
43.10X 61.29X
teara leader)
5 3
8.62X 9.68X
Total 58 31
ColX 100. OOX 100. OOX
-o
1 2. Where do you work?
Operations Office
Placed- Based (Coeur d'Alene,
Manchester Lab
Kanford
Seattle
Yalctma, LaGrancte,
2
5.71X
2
5.71X
28
80. OOX
3
8.57X
4 11
6.45X 15.
7 \
11.29X 1.
46 54
74.19X 77.
5 4
8.06X 5.
35 62 70
100. OOX 100. OOX 100.
Administra
tive Posit
ion
11
ColX 12. SOX
etc.) 0
ColX O.OOX
4
CoU 4,55*
1
ColX 1.14X
72
ColX 81 .82X
Total 88
ColX 100. OOX
Senior
Erwi ronmen
tal Employ
ee (SEE)
9
21.43X
1
2.38X
1
1
2.38X
30
71.43X
42
100. OOX
71X
43X
14X
71 X
10 2
10.87X 11.1 IX
9 ^
9.78X 11.11%
67 13
72.83X 72.22%
6 1
6.52X 5.56*
92 tS
OOX 100. OOX 100. COS
'Other
Staff
47
12.63X
2
0.54X
14
3.76X
5
1.34X
304
81.72X
372
100. OOX
Unit Hanag
er, Direct
or, DRA,
RA, (not
2
4.88X
0
O.OOX
1
2.44X
0
O.OOX
38
92.68X
41
iqe.oox
21
38.18X
2
3.64X
27
49.09%
5
9.09X
55
100.00%
Total
69
O.OOX
3
O.OOX
20
O.OOX
7
O.OOX
444
O.OOX
543
O.OOX
4 6 88
8.51X 8.22X O.OOX
4 3 39
8.51X 4.11X O.OOX
35 58 372
74.47X 79.45X O.OOX
4 6 42
8.51X B.22X O.OOX
47 73 541
100. OOX 100.00% O.OOX
-------
4. I can describe Region 10's Values, Vision, and Mission Statement
I
o
o
Administra Senior
tive Posit Environmen
ion tat Employ
ee (SEE)
Other Unit Hanag
Staff er. Direct
or, DRA,
RA, (not
Total
Yes
No
Yes
No
Yes
No
ColX
ColX
Total
ColX
44
51.16X
42
48.84X
86
100.00X
5. I can describe
ColX
ColX
Total
ColX
Administra
tive Posit
ion
18
20.69X
69
79.31X
87
100. OOX
6. I can describe
Col*
ColX
Total
ColX
Administra
tive Posit
ion
37
42.53X
50
57.47X
87
100. OOX
25
62. SOX
15
37.50X
40
100.00X
Region 10's
Senior
Envi ronmen
tal Employ
ee (SEE)
17
42.50X
23
57.50X
40
100. OOX
Region 10's
Senior'
Envi ronmen
tal Employ
ee (SEE)
20
50. OOX
20
50. OOX
40
100. OOX
212
56.38X
164
43.62X
376
100. OOX
36
85.71X
6
14.29X
42
100.00X
317
O.OOX
227
O.OOX
544
O.OOX
"Strategic Directions."
Other
Staff
127
33.78X
249
66.22X
376
100. OOX
Unit Hanag
er. Direct
or, ORA,
RA, (not
32
76.19X
10
23.81%
42
100.00%
Total
194
O.OOX
351
O.OOX
545
O.OOX
Leadership Philosophy.
Other
Staff
173
46.38X
200
53.62X
373
100. OOX
Unit Hanag
er, Direct
or, DRA,
RA, (hot
38
90.48X
4
9.52X
42
100. OOX
Total
268
O.OOX
274
O.OOX
542
O.OOX
-------
°
7. Region 10 Senior Executives and Unit Managers "walk the talk"
as related to the Region's stated values, vision, and mission.
Administra Senior Other Unit Manag Total
tive Posit Environmen Staff er, Direct
ion tal Employ or, DRA,
ee (SEE) RA, (not
STRONGLY AGREE
AGREE
ON THE FENCE
DISAGREE
ColX
ColX
ColX
ColX
STRONGLY DISAGREE
CAN'T ANSWER
ColX
ColX
Total
ColX
4
4.71X
23
27.06X
23
27.06X
9
10.59X
4
4.71X
22
25.88%
85
100. OOX
3
7.69X
13
33.33%
7
17.95X
3
7.69X
2
5.13X
11
28.21X
39
100.00%
6
1.60X
105
28. OOX
115
30.67X
48
12.80X
30
8. OOX
71
18.93X
375
100. OOX
2
4.76X
26
61 .90%
11
26.19%
1
2.38X
1
2. 38%
1
2.38X
42
100.00%
15
O.OOX
167
0.00%
156
O.OOX
61
O.OOX
37
O.OOX
105
0.00%
541
0.00%
8. I know who my stakeholders/customers are.
Administra Senior Other Unit Manag Total
tive Posit Environmen Staff er, Direct
ion tal Employ or, DRA,
ee (SEE) RA, (not
STRONGLY AGREE
ColX
AGREE
ON THE FENCE
DISAGREE
ColX
ColX
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
27
31.03X
41
47.13X
6
6.90X
1
1.15X
3
3.45X
9
10.34X
87
100.00X
12
30.00%
13
32.50%
5
12.50%
1
2.50%
1
2.50%
8
20. OOX
40
100.00%
134
36.31X
190
51.49X
17
4.61X
11
2.98X
4
1.08X
13
3.52X
369
100.00X
23
54.76%
18
42.86%
1
2.38%
0
0.00%
0
O.OOX
0
0.00%
42
100.00%
196
0.00%
262
0.00%
29
0.00%
13
0.00%
8
O.OOX
30
O.OOX
538
O.OOX
-------
9. I know what stakeholders/customers want from Region 10, \n general.
Administra Senior Other Unit Manag Total
tive Posit Environmen Staff er, Direct
ion tal Employ or, DRA,
ee (SEE) RA, (not
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
10. In Region
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
15
17.44X
37
43.02X
17
19.77%
1
1.16%
2
2.33X
14
16.28X
86
100. OOX
10 we work as
Administra
tive Posit
ion
12
13.79%
35
40.23X
19
21 .84%
8
9.20X
2
2.30X
11
12.64%
87
100.00%
5
12.50X
16
40. OOX
4
10. OOX
2
5. OOX
1
2. SOX
12
30.00X
40
100. OOX
an integrated
Senior
Environmen
tal Employ
ee (SEE)
4
9.76%
17
41.46X
5
12.20%
7
17.07X
4
9.76X
4
9.76%
41
100.00%
51
13.56X
204
54.26X
69
18.35X
24
6.38X
3
0.80X
25
6.65X
376
100. OOX
team to
Other
Staff
7
1.87X
95
25.40X
110
29.41%
100
26.74X
37
9.89X
25
6.68X
374
100.00%
7
16.67X
21
50.00X
12
28.57%
1
2.38X
0
O.OOX
1
2.38X
42
100. OOX
best serve our
Unit Manag
er. Direct
or, DRA,
RA, (not
0
O.OOX
9
21.43X
23
54.76X
10
23.81X
0
O.OOX
0
O.OOX
42
100.00%
78
O.OOX
278
O.OOX
102
O.OOX
28
O.OOX
6
O.OOX
52
O.OOX
544
O.OOX
stakeholders/customers
Total
23
O.OOX
156
O.OOX
157
O.OOX
125
O.OOX
43
O.OOX
40
O.OOX
544
0.00%
-------
11. I get the training and resources needed to carry out my work
most effectively.
Administra Senior Other Unit Manag Total
tiye Posit Envlrorvnen Staff er. Direct
ion tal Employ or, ORA,
ee (SEEI RA, (not
-o
1
QJ
Go
STRONGLY AGREE
Co IX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
CotX
STRONGLY DISAGREE
CotX
CAN'T ANSWER
ColX
Total
ColX
12. Region 10's
17
19.32X
38
43.18X
14
15.91X
11
12. SOX
5
5.68X
3
3.41%
80
100. OCX
management s
r
17. on
20
48.78*
7
17.07X
5
12.20X
1
2.44*
1
2.44X
41
100.00X
serves as rot
26
7.47X
ISO
40.00X
S3
22.13X
as
22.67X
25
6.67X
4
1.07X
375
100. OOX
,e models anc
4
9.52X
17
40.48X
10
23.81X
9
21.43X
Z
4.76X
0
0.00%
42
100. OOX
I lead
56
O.OOX
225
O.OOX
114
O.OOX
110
O.OOX
3J
O.OOX
8
O.OOX
546
O.OOX
by example.
Administra Senior Other Unit Manag Total
tive Posit Environmen Staff er, Direct
ion tal Employ or, ORA,
ee (SEE) RA, (not
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
11
12.64X
.26
29.89X
22
25.29X
9
10.34X
9
10.34X
10
11.49X
87
100. OOX
4
9.76X
13
31.71X
a
19.51X
10
24.39X
1
2.44X
5
12.20X
41
100. OOX
7
1.87X
105
28.00X
116
30.93X
86
22.93X
37
9.87X
24
6.40X
375
100.00X
1
2.38X
30
71.43X
8
19.05X
3
7.14X
0
O.OOX
0
O.OOX.
42
100.00X
23
O.OOX
174
O.OOX
154
O.OOX
108
O.OOX
47
O.OOX
39
O.OOX
545
O.OOX
-------
13. There is an organizational climate within Region 10 that
encourages risk taking.
Administra Senior Other Unit Manag Total
tive Posit Environmen Staff er. Direct
ion tal Employ or, DRA,
ee (SEE) RA, (not
STRONGLY
AGREE
AGREE
ColX
ColX
ON THE FENCE
ColX
DISAGREE
STRONGLY
ColX
DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
14. Region 10
STRONGLY
AGREE
AGREE
ColX
ColX
ON THE FENCE
ColX
DISAGREE
STRONGLY
ColX
DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
5
5.68X
21
23.86X
23
26. UX
18
20.45X
5
5.68%
16
18.18%
88
100.00X
5
12.20X
8
19.51X
5
12.20X
7
17.07X
5
12.20X
11
26.83X
41
100. OOX
tries to develop and value
Administra
tive Posit
ion
18
21.43X
39
16.43%
10
11.90X
6
7.14X
4
4.76X
7
8.33X
84
100. OOX
Senior
Envi ronmen
tal Employ
ee (SEE)
9
21.95X
22
53.66X
5
1E.20X
2
4.88X
1
2.44X
2
4.88X
41
100.00X
10
2.67X
107
28.53X
95
25.33X
88
23.47X
49
13.07X
26
6.93X
375
100. OOX
1
2.38X
20
47.62X
15
35.71X
5
11.90%
1
2.38X
0
O.OOX
42
100.00X
a culturally diverse
Other
Staff
65
17.43X
181
48.53X
67
17.96X
20
5.36X
8
2.14X
32
8.58X .
373
100.00X
Unit Manag
er, Direct
or, OR A,
RA, (not
12
28.57X
22
52.38X
7
16.67X
1
2.38X
0
O.OOX
0
O.OOX
42
100.00X
21
O.OOX
156
O.OOX
138
0.00%
118
O.OOX
60
O.OOX
53
O.OOX
546
O.OOX
workforce.
Total
104
O.OOX
264
O.OOX
89
0.00%
29
O.OOX
13
O.OOX
41
O.OOX
540
O.OOX
-------
15. Region 10's management listens to its employees' needs and interests.
Administra Senior Other Unit Manag Total
tive Posit Environmen Staff er, Direct
ion tal Employ or, ORA,
ee (SEE) RA, (not
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
14
16.09X
28
32.18X
24
27.59X
8
9.20X
7
8.05%
6
6.90X
87
100. OOX
2
4.88X
18
43.90X
6
14.63X
6
14.63X
2
4.88X
7
17.07X
41
100. OOX
16. Employees in my office ask for, and
stakeholders/customers.
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
Administra
tive Posit
ion
20
22.73X
35
39.77X
17
19.32X
1
1.14X
0
O.OOX
15
17.05X
88
100. OOX
Senior
Envi ronmen
tal Employ
ee (SEE)
4
9.76X
20
48.78X
7
17.07X
0
O.OOX
1
2.44X
9
21 .95%
41
100. OOX
33
8.85X
167
44.77X
89
23.86X
42
11.26%
.27
7.24X
15
4.02X
373
100. OOX
listen to
Other
Staff
49
13. OOX
211
55.97X
59
15.65X
20
5.31X
4
1.06X
34
9.02X
377
100. OOX
15
35.71X
19
45.24%
4
9.52X
3
7.14X
1
2.3BX
0
O.OOX
42
100. OOX
64
O.OOX
232
O.OOX
123
O.OOX
59
O.OOX
37
O.OOX
O.OOX
543
O.OOX
the feedback/suggestions of
Unit Manag
er. Direct
or, DRA,
RA, (not
8
19.05X
25
59.52X
6
14.29X
2
4.76X
0
O.OOX
1
2.38X
42
100. OOX
Total
81
O.OOX
291
O.OOX
89
O.OOX
23
O.OOX
5
O.OOX
59
O.OOX
548
O.OOX
-------
17. Employees in my office take action based on stakeholder/customer feedback/suggestions.
Administra Senior Other Unit Manag Total
tive Posit Environmen Staff- er. Direct
ion tal Employ or, ORA,
ee (SEE) RA, (not
STRONGLY AGREE
ColX
AGREE
Col%
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
16
18.39X
34
39.08X
16
18.39X
1
1.15X
0
O.OOX
20
22.99X
87
100.00X
3
7.32X
12
29.27X
9
21 .95X
3
7.32X
0
O.OOX
14
34.15X
41
100.00X
36
9.60X
203
54.13X
71
18.93X
18
4. BOX
A
1.07X
43
11.47X
375
100. OOX
8
19.05X
24
57.14X
8
19.05X
1
2.38X
0
O.OOX
1
2.38X
42
100. OOX
18. During the past year* Region 10 employees I know have often
made promises to their stakeholder/customers that were not
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
Administra
tive Posit
ion
2
2.27X
8
9.09X
19
21.59X
14
15.91X
4
4.55X
41
46.59X
88
100.00X
Senior
Envi ronmen
tal Employ
ee (SEE)
1
2.44X
6
14.63X
3
7.32X
11
26.83X
4
9.76X
16
39.02X
41
100. OOX
Other
Staff
7
1.86X
44
11.70X
50
13.30X
131
34.84X
24
6.38X
120
31.91X
376
100.00X
Unit Hanag
er, Direct
or, DRA,
RA, (not
0
O.OOX
3
7.14X
11
26.19X
18
42.86X
6
14.29X
A
9.52X
42
100. OOX
63
O.OOX
273
O.OOX
104
O.OOX
23
O.OOX
A
O.OOX
78
O.OOX
545
O.OOX
fulfilled.
Total
10
O.OOX
61
O.OOX
83
O.OOX
174
O.OOX
38
O.OOX
181
O.OOX
547
O.OOX
-------
19. Employees are actively pursuing partnership opportunities
to provide successful program delivery to their stakeholders/customers.
Administra Senior Other Unit Hanag Total
tive Posit Environmen Staff er, Direct
ion tal Employ or, DRA,
ee (SEE) RA, (not
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
CotX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
9
10.34X
27
31.03X
13
U.94X
4
4.60%
2
2.30X
32
36.78X
87
100.00%
4
9.76X
12
29.27X
7
17.07X
1
2.44X
1
2.44X
16
39.02X
41
100.00%
20. Ue communicate about and celebrate
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
Administra
tive Posit
ion
17
19. 77%
31
36.0SX
14
16.28X
14
16.28X
4
4.65X
6
6.98X
86
100.00X
Senior
Envi ronmen
tal Employ
ee (SEE)
6
14.63%
19
46.34X
5
12.20X
5
12.20X
0
O.OOX
6
14.63X
41
100.00X
37
9.89X
170
45.4SX
74
19.79X
18
4.81X
10
2.67X
65
17.38X
374
100.00X
4
9.52X
28
66.67X
7
16.67X
2
4.76X
0
O.OOX
1
2.38X
42
100.00X
each other's successes
Other
Staff
28
7.49X
164
43.85X
80
21.39X
65
17.38X
23
6.15X
14
3.74X
374
100.00X
Unit Manag
er, Direct
or, DRA,
RA, (not
4
9.52X
26
61.90%
11
26.19X
1
2.38X
0
O.OOX
0
O.OOX
42
100.00X
54
O.OOX
237
O.OOX
101
O.OOX
25
O.OOX
13
O.OOX
114
O.OOX
544
O.OOX
in my office.
Total
55
0.00%
240
O.OOX
110
O.OOX
85
O.OOX
27
O.OOX
26
O.OOX
543
O.OOX
-------
21. I give others feedback that helps improve overall performance
in my office/region.
Adninistra Senior Other Unit Manag Total
live Posit Environmen Staff er, Direct
ion tal Employ or, DRA,
ee (SEE) RA, (not
STRONGLY AGREE 9 7
ColX 10.34X 17.50%
AGREE 47 18
ColX . 54.02X 45. OOX
ON THE FENCE 16 6
ColX 18.39X 15.00X
DISAGREE 6 0
ColX 6.90X O.OOX
STRONGLY DISAGREE 0 0
ColX O.OOX O.OOX
CAN'T ANSWER 9 9
ColX 10.34X 22. SOX
Total 87 40
ColX 100. OOX 100. OOX
22. I receive feedback from my peers that
performance in my office/region.
Administra Senior
live Posit Environmen
ion tat Employ
ee (SEE)
STRONGLY AGREE 10 7
ColX 11.36X 17.07X
AGREE 45 20
ColX 51. UX 48.78X
ON THE FENCE 16 5
ColX 20.45X 12.20X
DISAGREE 8 4
ColX 9.09X 9.76X
STRONGLY DISAGREE 1 1
ColX 1.14X 2.44X
CAN'T ANSWER 6 4
ColX 6.82X 9.76X
Total 88 41
ColX 100. OOX 100.00X
28 9
7.51X 21.43X
231 . 27
61.93X 64.29X
67 6
17.96X 14.29X
28 0
7.51X O.OOX
5 0
1.34X O.OOX
14 0
3.7SX O.OOX
373 42
100. OOX 100. OOX
helps improve overall
Other Unit Manag
Staff er. Direct
or, OR A,
RA, (not
22 3
5.84X 7.14X
188 26
49.87X 61.90X
74 9
19.63X 21.43X
67 4
17.77X 9.52X
IS 0
3.98X O.OOX
11 0
2.92% O.OOX
377 42
100. OOX 100. OOX
53
O.OOX
323
O.OOX
95
O.OOX
34
O.OOX
5
O.OOX
32
O.OOX
542
O.OOX
Total
42
O.OOX
279
O.OOX
106
O.OOX
83
O.OOX
17
O.OOX
21
O.OOX
548
O.OOX
-------
23. Hy office has high work quality.
-o
SO
Administra Senior Other Unit Manag Total
tive Posit Environmen Staff er, Direct
ion tal Employ or, DRA,
ee (SEE) RA, (not
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
24. During the
promises
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX.
Total
ColX
26
29.55X
AS
51. HX
8
9.09X
3
3.41X
1
1.UX
5
5.68X
. 88
100.00X
past year,
to Region
Administra
tive Posit
ion
10
11.36X
18
20.45%
17
19.32X
11
12. SOX
0
O.OOX
32
36.36X
88
100.00X
7
17.07X
19
46.34X
8
19.51X
2
4.88X
0
O.OOX
5
12.20%
41
100.00X
101
26.93X
202
53.87X
30
8.00X
15
4.00X
7
1.87X
20
5.33X
375
100.00X
Region 10 managers have
10 employees that weren'
Senior
Envi ronmen
tal Employ
ee (SEE)
0
O.OOX
5
12.20X
9
21.95X
4
9.76X
1
2.44X
22
53.66X
41
100.00X
Other
Staff
36
9.55X
64
16.98X
78
20.69X
102
27.06X
15
3.98X
82
21.75X
377
100.00X
19
45.24X
20
47.62%
3
7. 14X
0
O.OOX
0
O.OOX
0
O.OOX
42
100. OOX
often made
t kept.
Unit Hanag
er, Direct
or, DRA,
RA, (not
1
2.38X
7
16.67X
9
21.43%
20
47.62X
3
7.14X
2
4.76X
42
100. OOX
153
O.OOX
286
O.OOX
49
O.OOX
20
O.OOX
8
O.OOX
30
O.OOX
546
O.OOX
Total
47
O.OOX
94
O.OOX
113
O.OOX
137
O.OOX
19
O.OOX
138
O.OOX
548
O.OOX
-------
-o
25. I receive feedback from my supervisor that helps improve
overall performance in our office.
Administra Senior Other Unit Hanag Total
tive Posit Environmen Staff er, Direct
ion tal Employ or, DRA,
ee (SEE) RA, (not
STRONGLY
AGREE
AGREE
ColX
ColX
ON THE FENCE
ColX
DISAGREE
STRONGLY
ColX
DISAGREE
ColX
CAN'T ANSWER
CotX
Total
ColX
12
13.79X
40
45.98X
16
18.39X
10
11.49X
3
3.45X
6
6.90X
87
100.00X
8
19.51X
19
46.34X
7
17.07X
2
4.88X
0
O.OOX
5
12.20X
41
100. OOX
26. My supervisor serves primarily as a
STRONGLY
AGREE
AGREE
ColX
ColX
ON THE FENCE
CotX
DISAGREE
STRONGLY
ColX
DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
Administra
tive Posit
ion
15
17.44X
41
47.67X
7
8.14X
8
9.30X
5
5.81X
10
11.63X
86
100.00X
Senior
Envi ronroen
tal Employ
ee (SEE)
9
21.95X
19
46.34X
6
14.63X
2
4.88X
1
2.44X
4
9.76X
41
100. OOX
46
12.23X
184
48.94X
62
16.49X
54
14.36X
22
5.85X
8
2.13X
376
100. OOX
consultant
Other
Staff
93
24.73X
150
39.89X
42
11.17X
44
11.70X
34
9.04X
13
3.46X
376
100. OOX
1
2.38X
26
61 .90X
9
21.43X
4
9.52X
1
2.38X
1
2.3BX
42
100. OOX
to staff.
Unit Manag
er, Direct
or, DRA,
RA, (not
M
26.19X
19
4S.24X
6
14.29X
5
11.90X
0
O.OOX
1
2.38X
42
100. OOX
67
O.OOX
269
O.OOX
94
O.OOX
70
O.OOX
26
O.OOX
20
O.OOX
546
O.OOX
Total
128
O.OOX
229
O.OOX
61
O.OOX
59
O.OOX
40
Q.OOX
28
O.OOX
545
O.OOX
-------
27. Hy supervisor devotes adequate time and attention to
coaching staff.
Adminfstre Senior Other Unit Hanag Total
tive Posit Environmen Staff er. Direct
ion tal Employ or, ORA,
ee (SEE) RA, (not
STRONGLY AGREE
CoLX
AGRE£
Co IX
ON THE FENCE
ColX
DISAGREE
coin
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
10
11.63*
35
40.70!!
12
13.955!
8
9.30X
9
10.47X
12
13.95X
86
100.00?.
5
12.20*
20
4B.7BX
1C
24.39X
3
7.32*
0
O.OOX
3
7.J2X
41
100. OOX
39
10.37X
120
31.91*
78
20.74X
74
19.66X
45
11.97JC
20
5.32X
376
100. OOX
2
4.76X
n
30.95X
15
35.71X
10
23. SIX
0
O.OOX
2
4.76X
42
100. OOX •
56
O.OOX
188
O.OOX
115
O.OOX
95
O.OOX
54
O.OOX
37
O.OOX
545
O.OOX
28. in my view, Region 10 employees continue to expand their
environmental knowledge.
STRONGLY AGREE
CclX
AGREE
Col%
ON THE FENCE
CoU
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
Admfnistra
tive Posit
ion
15
17.86X
39
46.43X
12
14.29X
5
5.95%
1
1.19X
12
14.29X
64
100.00X
Senior
Environmen
tat Employ
ee (SEE)
7
17.0735
21
S^.ttX
4
9.76X
1
2.44X
0
O.OOX
8
19.5U
41
100.00X
Other
Staff
45
12.06X
199
W.3SK
58
15.55«
29
7.77X
5
1.34X
37
9.92X
373
100, OOX
Unit Hanag
er, Direct
or, ORA,
RA, (not
6
14.29X
30
7\ .«X
4
9.52X
2
4.76X
0
O.OQX
0
O.OOX
42
1CKKQQX
Total
73
O.OOX
289
0.00%
78
O.OOX
37
O.OOX
6
O.OOX
57
O.OOX
540
(KOQX
-------
29. The »soVut\on of .first choice" for Region AO and its partners is
pollution prevention.
Administra Senior Other Unit Manag Total
tive Posit Environmen Staff er. Direct
ion tal Employ or, DRA,
ee (SEE) RA, (not
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
30. Region 10
results
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
15
17.24X
28
32.18X
n
12.64X
5
5.75X
1
1.15X
27
31.03X
87
100. OOX
6
14.63X
20
48.78X
5
12.20X
2
4.88X
0
O.OOX
8
19.51X
41
100.00X
is clear about the mix of
in best compliance.
Administra
• live Posit
ion
3
3.45X
17
19.54X
19
21. MX
2
2.30X
4
4.60X
42
48.2SX
87
100.00X
Senior
Environment
tal Employ
ec (SEE)
2
4.88X
4
9.76X
9
21.9SX
7
17.07X
1
2.44X
18
43.90X
41
100. OCX
45
12.06X
125
33.51X
77
20.64X
59
15.82X
11
2.95X
56
15.01*
373
100. OOX
enforcement
Other
staff
7
.1.86%
30
7.98X
70
18.62X
110
29.26X
57
15.16X
102
27.13X
376
100.00X
5
11.90*
15
35.71X
9
21.43X
8
19.05X
0
O.OOX
5
11.90X
42
100. OOX
activities
Unit Manag
er. Direct
or, DRA,
RA, (not
0
O.OOX
9
21.43X
11
26.19X
13
30.95X
5
11.90X
4
9.52X
42
100.00X
71
O.OOX
188
O.OOX
102
O.OOX
74
O.OOX
12
O.OOX
96
O.OOX
543
O.OOX
that
Total
12
O.OOX
60
O.OOX
109
O.OOX
132
O.OOX
67
O.OOX
166
O.OOX
546
O.OOX
-------
-o
a
31. Region 10 is seen as a leader of integrated environmental
problem solving fn the Pacific Northwest.
Administra Senior Other Unit Hanag Total
live Posit Environraen Staff er. Direct
ion tal Employ or, ORA,
ee (SEE) RA( (not
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STROHGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
7
8.0SX
. 25
28.74X
16
1B.39X
6
6.90X
1
1.15X
32
36.78X
87
100. OCX
32. Region 10's management
effectively deliver
STROHGU AGREE
ColX
AGREE
ColX
ON THE FENCE
CoU
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
Administra
tive PosU
ion
8
9.20X
26
29.89%
15
17.24X
4
4. 60S
Z
2.30X
32
36.78X
87
100. OCX
3
7.32X
8
19. SIX
6
14.63X
5
12.20X
0
O.OOX
19
46.34X
41
100.00%
is committed
environmental
Senior
Eivmonmen
tal Employ
ee (SEE)
3
7.323.
17
41.46X
5
12.20X
4
9.76X
2
4.88X
10
24.39X
41
100.00X
7
1.87X
56
14.97X
76
20.32X
92
24.60X
29
7.75X
114
30.48X
374
100.00*
0
O.OOX
4
9.52X
21
50.00X
12
28.57X
1
2.38X
4
9.52X
42
100. COX
17
O.OOX
93
O.OOX
119
O.OOX
115
O.OOX
31
O.OOX
169
O.OOX
544
O.OOX
to continue to make organizational changes to
services.
Other
Stafl
19
5.07Z
126
33.60X
102
27.20X
45
12.005!
24
6.40X
59
15.73X
375
100.00*
Unit Hanag
er, Direct
or, QUA.
RA, (not
8
19.05*
24
57. 14%
6
14.29X
4
9.52X
• 0
O.OOX
0
O.OOX
42
100.00X
Total
36
0.002
193
O.OOX
128
O.OOX
57
O.OOX
28
O.OOX
101
O.OOX
545
O.OOX
-------
-
33. hs a resuVt of the reorgar\\iat\on, my unH has chosen to dis\nvcst \n certain parts of our program
and/or services.
Adninistre Senior Other Unit Manag Total
"tive Posit Envirorwen Staff er. Direct
ion tat Employ or, DRA,
ee (SEE) RA, (not
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
STRONGLY
ColX
DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
4
4.65X
13
15. 12%
10
11.63%
14
16.285!
6
6.98X
39
45.35X
86
100. DOS
34. In arf unit/office, the
STRONGLY
AGREE
AGREE
ColX
ColX
ON THE FENCE
ColX
DISAGREE
STRONGLY
ColX
DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
Administra
tive Posit
ion
4
4,65%
19
22.09X
19
22.09%
13
15.12X
9
10.47%
22
25.58X
86
100. OOX
1
.2.44X
8
19.51X
S
12.20X
7
17.07%
1
2.44X
19
46.34X
41
100. OOX
11
2.95X
90
24.13X
58
15.55X
104
27.88X
30
8.04X
80
21.45X
373
100.00X
3
7.14X
14
33.33X
11
26.19X
8
19.05X
2
4.76X
4
9.52X
42
100. OOX
19
0.00%
125
0.00%
84
0.00%
133
0.00%
39
0.00%
142
0.00%
542
0.00%
work assignments are distributed appropriately based on grade level.
Senior •
Enviromien
tal Employ
ee (SEE)
3
7.32X
7
17.07X
7
17.07X
5
12.20X
1
2.44X
18
43.90X
41
too. oox
Other
Staff
10
2.66%
107
28.46%
52
13.83%
93
24.73X
40
10.64X
74
19.68X
376
100.00%
Unit Manag
er, Direct
or, DRA,
RA, (not
1
2.38X
17
40.48%
14
33.33X
8
19.05X
. 1
2.38X
1
2.38X
42
100. OOX
Total
18
0.00%
150
0.00%
92
0.00%
119
0.00%
51
0.00%
115
0.00%
545
0.00%
-------
•o
I
$
35. My office/program is making progress to adopt these
core processes in our work.
Administra Senior Other Unit Manag Total
tive Posit Environroen Staff er, Direct
. ion tal Employ or, DRA,
ee (SEE) RA, (not
STRONGLY AGREE
CotX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
9
10.34X
24
27.59X
14
16.09X
3
3.45X
5
5.75X
32
36.78%
87
100. OOX
4
9.76X
11
26.83X
5
1Z.ZOX
1
2.44X
1
2.44X
19
46.34X
41
100. OOX
31
8.27X
171
45.60X
66
17.60X
30
8.00X
. 17
4.53X
60
16. OOX
375
100. OOX
7
16.67X
25
59.52X
5
11.90X
3
7.14X
0
O.OOX
2
4.76X
42
100. OOX
51
O.OOX
231
O.OOX
90
O.OOX
37
O.OOX
23
O.OOX
113
O.OOX
545
O.OOX
36. I often collaborate with others outside my office/unit.
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
Administra
tive Posit
ion
. 15
17.86X
43
51.19X
9
10.71X
8
9.52X
2
2.38X
7
8.33X
84
100.00X
Senior
Environmen
tal Employ
ee (SEE)
9
21 .95X
17
41,46%
4
9.76X
7
17.07X
0
O.OOX
9.76X
41
100. OOX
Other
Staff
150
40.1 IX
166
44.39X
29
7.75X
20
5.35X
2
0.53X
7
1.87X
374
100.00X
Unit Manag
er, Direct
or, DRA,
RA, (not
15
35.71X
21
50. OOX
6
14.29X
0
O.OOX
0
O.OOX
6
O.OOX
42
100. OOX
Total
189
O.OOX
247
O.OOX
48
O.OOX
35
O.OOX
4
O.OOX
18
O.OOX
541
O.OOX
-------
37. I am respected and vaVued tor what I know and can do.
Administra Senior Other Unit Manag Total
tive Posit Environmen Staff er, Direct
ion tal Employ or, DRA,
ee (SEE) RA, (not
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
K
16.09X
43
49.43X
12
13.79X
5
5.75X
2
2.30X
11
12. (MX
87
100.00X
38. 1 am treated as fairly
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
Administra
tive Posit
ion
13
14.77X
40
45.45X
13
14.77X
8
9.09X
4
4.55X
10
11.36X
88
100. OOX
6
14.63X
22
53.66X
3
7.32X
3
7.32X
2
4.88X
5
12.20X
41
100. OOX
57
15.20X
214
57.07X
47
12.53X
17
4.53X
6
1.60X
34
9.07X
375
100.QOX
as other members of my
Senior
Envi ronmen
tal Employ
ee (SEE)
7
17.07X
23
56.10X
3
7.32X
5
12.20X
0
O.OOX
3
7i32X
41
100.00%
Other
Staff
72
19.10X
211
55.97X
35
9.28X
25
6.63X
11
2.92X
23
6.10X
377
100.00X
5
11.90X
28
66.67X
8
19.05X
1
2.38%
0
O.OOX
0
O.OOX
42
100. OOX
work group.
Unit Hanag
er, Direct
or, ORA,
RA, (not
15
35.71X
21
50.00X
3
7.14X
1
2.38%
0
O.OOX
2
4.76X
42
100.00X
82
O.OOX
307
O.OOX
70
O.OOX
26
O.OOX
10
O.OOX
50
O.OOX
545
O.OOX
Total
107
O.OOX
295
O.OOX
54
O.OOX
39
O.OOX
15
O.OOX
38
O.OOX
548
O.OOX
-------
-o
/
Co
39. I see our organization's stated value about equal opportunity for
growth and advancement being put into action.
Adminfstra Senior Other Unit Manag Total
tive Posit Environmen Staff er. Direct
ion tal Employ or, DRA.
ee (SEE) RA, (not
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
7
8.14X
18
20.93X
27
31.40X
15
17.44X
5
S.81X
14
16.28X
86
100.00X
40. I am not aware of any
remarks being made
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
Adminlstra
tive Posit
ion
20
22.73X
39
44.32X
8
9.09X
9
10.23X
4
4.55X
8
9.09X
3
7.32X
12
29.27X
8
19. SIX
7
17.07X
0
O.OOX
11
26.83X
41
100. OOX
24
6.42X
107
28.61X
97
25.94X
55
14.71X
39
10.43X
52
13.90X
374
100. OOX
4
9.52X
26
61.90X
9
21 .43X
2
4.76X
1
2.38X
0
O.OOX
42
100. OOX
prejudicial or discriminatory language
in my work place.
Senior
Environmen
tal Employ
ee (SEE)
10
24.39X
17
41.46X
7
17.07X
4
9.76X
1
2.44X
2
4.88X
88 41
100. OOX 100. OOX
Other
Staff
95
25.33X
185
49.33X
21
5.60X
33
8.80X
14
3.73X
27
7.20X
375
100. OOX
Unit Manag
er, Direct
or, DRA,
RA, (not
12
28.57X
22
52.38%
3
7.14X
4
9.52X
0
O.OOX
1
2.38X
42
100.00%
38
O.OOX
163
O.OOX
141
O.OOX
79
O.OOX
45
O.OOX
77
O.OOX
543
O.OOX
or
Total
137
O.OOX
263
O.OOX
39
O.OOX
50
O.OOX
19
O.OOX
38
O.OOX
546
O.OOX
-------
4,1. In filling jobs in Region 10, competition is open and fair.
i
Co
00
Admlnistra Senior
tive Posit Envlronmen
ion tal Employ
ee (SEE)
Other Unit Manag
Staff er, Direct
or, ORA,
RA, (not
Total
STRONGLY
AGREE
AGREE
ColX
ColX
ON THE FENCE
ColX
DISAGREE
STRONGLY
ColX
DISAGREE
ColX
CAN'T ANSWER
ColX
42. 1
STRONGLY
AGREE
Total
ColX
6
6.82X
17
19.32X
20
22.73X
17
19.32X
7
7.95X
21
23.86X
88
100.00X
2
4.88X
6
14.63X
6
14.63X
!9
21 .95X
2
4.88X
16
39.02X
41
100. OOX
I am satisfied with the recognition 1
AGREE
ColX
CotX
ON THE FENCE
ColX
DISAGREE
STRONGLY
ColX
DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
Administra
tive Posit
ion
9
10.23%
36
40.91X
14
15.91X
16
18.18X
8
9.09X
5
5. 68X
88
100. OOX
Senior
Envi ronmen
tal Employ
ee (SEE)
6
14.63X
21
51.22X
5
12.20X
6
14.63X
1
2.44X
2
4.8BX
41
100. OOX
20
S.35X
104
27.81X
72
19.2SX
59
15.78X
30
8.02X
89
23. SOX
374
100. OOX
I receive
Other
Staff
39
10.34X
163
43.24X
77
20.42X
62
16.45X
26
6.90X
10
2.65X
377
100. OOX
4
9.52X
27
64.29X
6
14.29X
2
4.76X
2
4.76X
1
2.38X
42
100.00X
for doing a good
Unit Manag
er. Direct
or, DRA,
RA. (not
6
14.29X
22
52.38X
9
21.43X
3
7.14X
1
2.38X
1
2.38X
42
100. OOX
32
o.oox
154
O.OOX
104
O.OOX
87
O.OOX
41
O.OOX
127
O.OOX
545
O.OOX
job.
Total
60
O.OOX
242
O.OOX
105
O.OOX
87
O.OOX
36
O.OOX
18
O.OOX
548
O.OOX
-------
-
43. The people with whom I work show respect for one another..
Administra Senior Other Unit Hanag Total
tfve Posit Erwironmen Staff er, Direct
ion tal Employ or, DRA,
ee (SEE) RA, (not
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
I consider myself
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
19
21.59X
41
46.59X
11
12. SOX
12
13. MX
2
2,27%
3
3.41X
88
100. OOX
10
24.39X
21
51.22X
5
12.20X
2
4.88X
1
2. 44X
2
4.88X
41
100. OOX
a leader within the Region
Administra
tive Posit
ion
5
S.88X
26
30.59X
18
21.18X
11
12.94%
3
3.53X
22
25. B8X
85
100. OOX
Senior
Environmen
tal Employ
ee (SEE)
2
. 5. OOX
10
25. OOX
6
15. OOX
4
10. OOX
3
7. SOX
15
37.50X
40
too. oox
62
16.58X
215
57.49X
59
15.78X
27
7.22X
6
1.60X
5
1.34X
374
100. OOX
consistent
Other
Staff
48
12.94X
157
42.32X
57
15.36X
27
7.28X
4
1.08X
78
21 .02%
371
100.00X
8
19.05*
31
73.81X
3
7.14X
0
O.OOX
0
O.OOX
0
O.OOX
42
100. OOX
with Region
Unit Hanag
er. Direct
or, ORA,
RA, (not
8
19.05X
27
64.29X
5
11.90X
1
2.38X
0
O.OOX
1
2.38X
42
100. OOX
99
O.OOX
308
O.OOX
78
O.OOX
41
O.OOX
9
O.OOX
10
O.OOX
545
O.OOX
10's Leadership Philosophy.
Total
63
O.OOX
220
O.OOX
86
O.OOX
43
O.OOX
10
O.OOX
116
O.OOX
538
O.OOX
-------
45. I believe that staff and managers In Region 10 have embraced
Region 10's Leadership Philosophy and are acting accordingly.
Administra Senior Other Unit Manag Total
live Posit Environmen Staff er. Direct
ion tal Employ or, DRA,
ee (SEE) RA, (not
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
-O ColX
i
3
3.49X
25
29.07X
20
23.26X
9
10.47X
5
5.B1X
24
27.91X
86
100.00%
2
5.13X
13
33.33X
5
12.82X
4
10.26X
4
10.26X
11
28.21X
39
100.00%
10
2.70X
88
23.72X
107
2B.84X
52
14.02%
20
5.39X
94
25.34X
371
100.00%
1
2.38X
21
50. OOX
14
33.33X
4
9.52X
0
O.OOX
2
4.76X
42
100.00%
16
O.OOX
147
O.OOX
146
O.OOX
69
O.OOX
29
O.OOX
131
O.OOX
538
O.OOX
46. Select the answer that best describes your feeling about the
level of empowerment you have in your current job.
Administra Senior Other Unit Manag Total
tive Posit Environmen Staff er. Direct
ion tal Employ or, DRA,
ee (SEE) RA, (not
Way too much
ColX
More than
Ideal
Less than
Not nearly
ideal
ColX
CotX
Ideal
ColX
enough
ColX
Total
ColX
1.
12.
54.
25.
6.
1
23X
10
35X
44
32X
21
93X
5
17%
81
100.00X
0
10
59
18
10
100
0
.OOX
4
.81X
22
.46%
7
.92X
4
.81%
37
.OOX
3
8
68
14
4
100
11
.05X
32
.86X
249
.98%
53
.68%
16
.43X
361
.OOX
0.
7.
76.
16.
0.
100.
0
OOX
3
14X
32
19X
7
67X
0
OOX
42
OOX
0
0
0
0
0
0
12
.OOX
49
.OOX
347
.OOX
88
.00%
25
.00%
521
.00%
-------
47. How empowered are you by your manager/supervisor to make decisions in your job for the majority of your work.
Adminlstre Senior Other Unit Manag Total
tive Posit Environmen Staff er, Direct
ion tal Employ or, DRA,
ee (SEE) RA, (not
Manager decides without staff input 20406
Col'/. 2.60% 0.00% 1.12% 0.00% O.OOX
Manager decides with limited staff input 10 3 19 1 33
ColX 12.99% 8.13% 5.32% 2.63% O.OOX
Manager decides with extensive staff input 10 7 .43 11 71
ColX 12.99% 19.44% 12.04% 28.95% 0.00%
Manager decides based on staff recommendations 11 11 61 7 90
ColX 14.29% 30.56% 17.09% 18.42% 0.00%
Staff decides with extensive manager input 6 4 13 0 23
Col% 7.79% 11.11% 3.64% 0.00% 0.00%
Staff decides with limited manager input 34 11 1S4 18 247
ColX 44.16X 30.56% 51.54% 47.37X 0.00%
Staff decides without manager input 4 .0 33 1 38
ColX 5.19% 0.00% 9.24% 2.63% 0.00%
•-Q Total 77 36 357 38 508
' Col*/. 100. OOX 100.00% 100.00% 100.00% 0.00%
-£-
-------
48. Select the answer that best describes the level of decision making empowerment you would like to have in your job for the majority of your work.
Administra Senior Other Unit Hanag Total
tive Posit Environmen Staff er. Direct
ion tal Employ or, ORA,
ee (SEE) RA, (not
Manager decides without staff input 2 0 3 0 5
ColX 2.60X O.OOX 0.83X O.OOX O.OOX
Manager decides with limited staff input 53109
ColX 6.49X 8.33X 0.28X O.OOX O.OOX
Manager decides with extensive staff input 7 6 22 4 39
ColX 9.09X 16.67X 6.09X 11.1IX" O.OOX
Manager decides based on staff recommendations 15 10 73 14 112
ColX 19.48X 27.78X 20.22X 38.89X O.OOX
Staff decides with extensive manager input 7 4 20 0 31
ColX 9.09X 11.11X 5.54X O.OOX O.OOX
Staff decides with limited manager input 39 12 224 18 293
ColX 50.65X 33.33X 62.05* 50.00% O.OOX
Staff decides without manager input 2 1 18 0 21
ColX 2.60X 2.78X 4.99% O.OOX O.OOX
C. Total 77 36 361 36 510
ColX 100.OOX 100.OOX 100.OOX 100.OOX O.OOX
-------
49. Select from the items below those that are most
empowerment you desire in your job.
important for you to get the level of
Co
Administra Senior
tive Posit Environmen
Ion tal Employ
ee (SEE)
Program Area Training
Technical Support
Peer Support
Manager Support
Authority from Hangager
ColX
ColX
ColX
ColX
ColX
Change in performance agreement
ColX
Change in position description
ColX
Don't need anything
More Time (Disinvestments)
ColX
ColX
Other (List in comments box)
ColX
Total
ColX
34
17.26X
21
10.66X
25
12.69X
47
23.86X
15
7.61X
8
4.06X
16
8.12X
11
5.58X
17
8.63X
3
1.52X
81
41.12X
12
15.58X
14
18.18%
10
12.99X
12
15.58X
7
9.09X
3
3.90X
3
3.90X
11
14.29X
3
3.90X
2
2.60X
38
49.35X
Other Unit Manag
Staff er, Direct
or, DRA,
RA, (not
114
14.09X
107
13.23X
116
14.34X
189
23.36X
90
11.12%
11
1.36X
21
2.60X
56
6.92X
69
8.53X
36
4.45X
360
44. SOX
3
3.41X
5
S.6BX
20
22.73X
18
20.45X
10
11.36X
1
1.14X
0
O.OOX
9
10.23X
16
18.18X
6
6.82X
40
45.45X
Total
163
O.OOX
147
O.OOX
171
O.OOX
266
O.OOX
122
O.OOX
23
O.OOX
40
O.OOX
87
O.OOX
105
O.OOX
47
O.OOX
519
O.OOX
-------
50. There is a clear understanding of what our team is working to
achieve.
Administra Senior Other Unit Hanag Total
tive Posit Environmen Staff er, Direct
ion tal Employ or, DRA,
ee (SEE) RA, (not
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
51. Evaluation
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
4
17.39%
12
52.17%
1
4.35%
1
4. 35X
3
13.04%
2
8.70%
23
100.00%
2
16.67%
3
25.00%
2
16.67%
2
16.67%
1
8.33%
2
16.67X
12
100.00%
25
15..15X
78
47.27X
26
15.76X
16
9.70X
11
6.67X
9
5.45X
165
100. OOX
4
19.05X
12
57.14X
3
14.29X
1
4.76X
0
O.OOX
1
4.76X
21
100.00%
criteria have been established to measure our team's
Administra
tive Posit
ion
2
8.70%
8
34.78%
2
8.70%
6
26.09%
3
13.04%
2
8.70%
23
100.00%
Senior
Envi ronmen
tal Employ
ee (SEE)
1
7.69%
3
23.08%
2
15.38X
2
15.38%
2
15.38%
3
23.08%
13
100.00%
Other
Staff
4
2.47X
29
17.90X
32
19.75X
59
36.42X
21
12.96X
17
10.49X
162
100.00X
Unit Hanag
er, Direct
or, OR A,
RA, (not
1
5. OOX
3
15. OOX
4
20. OOX
12
60.00%
0
O.OOX
0
O.OOX
20
100. OOX
35
O.OOX
105
O.OOX
32
O.OOX
20
O.OOX
15
O.OOX
14
O.OOX
221
O.OOX
work and effectiveness
Total
8
O.OOX
43
O.OOX
40
O.OOX
-79
O.OOX
26
O.OOX
22
O.OOX
218
O.OOX
-------
-o
52. There is an established process for team members to provide feedback to each other.
Administre Senior Other Unit Manag Total
tlve Posit Environmen Staff er, Direct
ion tal Employ or, DRA,
ee (SEE) RA. (not
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
1
4.35X
8
34.78X
2
8.70X
4
17.39X
5
21.74X
3
13.04X
23
100.00%
2
16.67X
4
33.33X
3
25. OOX
1
8.33X
0
O.OOX
2
16.67X
12
100.00%
13
8.13X
44
27.50X
29
18.13%
46
28.75X
15
9.38X
13
8.13X
160
100. OOX
53. The degree of authority of my team leader (either
from management or negotiated authority given
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER
ColX
Total
ColX
Administra
live Posit
ion
1
4.55%
6
27.27%
3
13.64%
3
13.64X
5
22.73X
4
18.18%
22
100. OOX
Senior
Environmen
tal Employ
ee (SEE)
2
16.67X
5
41.67X
3
25. OOX
1
8.33X
0
O.OOX
1
8.33X
12
100. OOX
3
15.00X
5
25. OOX
8
40. OOX
4
20. OOX
0
O.OOX
0
O.OOX
20
100. OOX
19
O.OOX
61
O.OOX
42
O.OOX
55
O.OOX
20
O.OOX
18
O.OOX
215
O.OOX
delegated authority
by the team) is clear.
Other Unit Hanag
Staff er. Direct
or, DRA.
RA, (not
10
6.33X
45
28.48X
42
26.58X
31
19.62X
17
10.76%
13
8.23X
158
100. OOX
5
25. OOX
6
30. OOX
4
20.00X
3
15. OOX
0
O.OOX
2
10. OOX
20
100.00X
Total
18
O.OOX
62
O.OOX
52
O.OOX
38
O.OOX
22
O.OOX
20
O.OOX
212
O.OOX
-------
54. The organization's administrative processes/systems are adequately aligned to support teaming as a new
Way of doing business.
Administra Senior Other Unit Manag Total
tive Posit Environmen Staff er, Direct
ion tat Employ or, DRA,
ee (SEE) RA, (not
STRONGLY AGREE
ColX
AGREE
ColX
ON THE FENCE
ColX
DISAGREE
ColX
STRONGLY DISAGREE
ColX
CAN'T ANSWER.
ColX
Total
•O ColX
i
1
4.35X
6
26.09X
3
13.04X
1
4.35X
5
21.74X
7
30.43X
23
100.00%
1
7.69%
3
23.08%
2
15.38X
4
30.77X
0
O.OOX
3
23.08X
13
100. OOX
5
3.11X
33
20.50X
34
21.12X
43
26.71X
20
12.42X
26
16.15X
161
100.00X
1
5.00X
3
15. OOX
11
55 ..OOX
1
5. OOX
2
10. OOX
2
10. OOX
20
100.00X
8
O.OOX
45
O.OOX
50
O.OOX
49
O.OOX
27
O.OOX
38
O.OOX
217
0.00%
-------
Q
-------
Region 10 Survey Results - By Location
#4. I can describe Region 10's Values, Vision, and Mission Statements
Percent Response
Yes
No
#5. I can describe Region 10's "Strategic Directions"
Percent Response
No
#6. I can describe Region 10's Leadership Philosophy
Percent Response
Yes
No
Seattle Office
'Other than Seattle Office
Represents Operations Office, Place based Offices, Hartford and Manchester Lab
-------
Region 10 Survey Results - By Location
#7. Region 10 Senior Executives and Unit Managers "walk the talk" as related to the
Region's stated Values, Vision and Mission.
Percent Response
Strongly Agree
Agree
On The Fence Disagree Strongly Disagree Can't Answer
#8. I know who my stakeholders/customers are.
Percent Response
Strongly Agree
Agree
On The Fence Disagree Strongly Disagree Can't Answer
#9. I know what stakeholders/customers want from Region 10, in general.
Percent Response
Strongly Agree
Agree
On The Fence Disagree Strongly Disagree Can't Answer
Seattle Office
•Other than Seattle Office
Represents Operations Office, Place based Offices, Hanford and Manchester Lab
-------
Region 10 Survey Results - By Location
#10. In Region 10 we work as an integrated team to best serve our stakeholders/customers.
Percent Response
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can't Answer
#11. I get the training and resources needed to carry out my work most effectively.
Percent Response
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can't Answer
#12. Region 10's management serves as role models and lead by example.
Percent Response
.
Strongly Agree Agree On The Fence Disagree Slrongly Disagree Can't Answer
Seattle Office
•Other than Seattle Office
* Represents Operations Office, Place based Offices, Hanford and Manchester Lab
(X-3
-------
Region 10 Survey Results - By Location
#13. There is an organizational climate within Region 10 that encourages risk taking.
Percent Response
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can't Answer
#14. Region 10 tries to develop and value a culturally diverse workforce.
Percent Response
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can'l Answer
#15. Region 10's management listens to its employees' needs and interests.
Percent Response
Slrongly Agree Agree On The Fence Disagree Strongly Disagree Can'l Answer
Seattle Office
•Other than Seattle Office
Represents Operations Office, Place based Offices, Hanford and Manchester Lab
.-M
-------
Region 10 Survey Results - By Location
#16. Employees in my office ask for, and listen to the feedback/suggestions of
stakeholders/customers.
Percent Response
Strongly Agree Agree
On The Fence Disagree Strongly Disagree Can'l Answer
#17. Employees in my office take action based on stakeholder/customer feedback/suggestions.
Percent Response
Strongly Agree
Agree
On The Fence Disagree Strongly Disagree Can't Answer
#18. During the past year, Region 10 employees I know have often made promises to their
stakeholders/customers that were not fulfilled.
Percent Response
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can't Answer
Seattle Office
•Other than Seattle Office
Represents Operations Office. Place based Offices, Hanford and Manchester Lab
-------
Region 10 Survey Results - By Location
#19. Employees are actively pursuing partnership opportunities to provide successful program
delivery to their stakeholders/customers.
Percent Response
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can'l Answer
#20. We communicate about and celebrate each other's successes in my office.
Percent Response
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can't Answer
#21. | give others feedback that helps improve overall performance in my office/region.
Percent Response
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can't Answer
Seattle Office
•Other than Seattle Office
* Represents Operations Office, Place based Offices, Hanford and Manchester Lab
rb
-------
Region 10 Survey Results - By Location
#22. I receive feedback from my peers that helps improve overall performance in my office/region
Percent Response
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can't Answer
#23. My office has high work quality.
Percent Response
'
Strongly Agree
Agree
On The Fence Disagree Strongly Disagree Can't Answer
#24. During the past year, Region 10 managers have often made promises to Region 10 mployees
that weren't kept.
Percent Response
Strongly Agree
Agree
On The Fence
Disagree Strongly Disagree Can't Answer
Seattle Office
'Other than Seattle Office
Represents Operations Office, Place based Offices, Hanford and Manchester Lab
a-
-------
Region 10 Survey Results - By Location
#25. I receive feedback from my supervisor that helps improve overall performance in our office.
Percent Response
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can't Answer
#26. My supervisor serves primarily as a consultant to staff.
Percent Response
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can't Answer
#27. My supervisor devotes adequate time and attention to coaching staff.
Percent Response
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can't Answer
Seattle Office
*Other than Seattle Office
Represents Operations Office, Place based Offices, Hanford and Manchester Lab
-------
Region 10 Survey Results - By Location
#28. In my view, Region 10 employees continue to expand their environmental knowledge.
Percent Response
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can't Answer
#29. The "solution of first choice" for Region 10 and its partners is pollution prevention.
Percent Response
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can't Answer
#30. Region 10 is clear about the mix of enforcement activities that results in best compliance.
Percent Response
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can't Answer
Seattle Off ice
'Other than Seattle Off ice
Represents Operations Office, Place based Offices, Hanford and Manchester Lab
-------
Region 10 Survey Results - By Location
#31. Region 10 is seen as a leader of integrated environmental problem solving in the Pacific
Northwest.
Percent Response
Strongly Agree
Agree
On The Fence
Disagree Strongly Disagree Can't Answer
#32. Region 10's management is committed to continue to make organizational changes to
effectively deliver environmental services.
Percent Response
Strongly Agree
Agree
On The Fence Disagree Strongly Disagree Can't Answer
#33. As a result of the reorganization, my unit has chosen to disinvest in certain parts of our
program and/or services.
Percent Response
Si rongly Agree
Agree
On The Fence
Disagree Strongly Disagree Can't Answer
Seattle Office
'Other than Seattle Office
Represents Operations Office, Place based Offices, Hanford and Manchester Lab
-------
Region 10 Survey Results - By Location
#34. In my unit/office, the work assignments are distributed appropriately based on grade level
Percent Response
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can't Answer
#35. My office/program is making progress to adopt these core processes in our work.
Percent Response
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can't Answer
#36. I often collaborate with others outside my office/unit..
Percent Response
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can't Answer
Seattle Office
'Other than Seattle Office
Represents Operations Office, Place based Offices, Hanford and Manchester Lab
-------
Region 10 Survey Results -- By Location
#37. I am respected and valued for what I know and can do.
Percent Response
Slrongly Agree Agree On The Fence Disagree Strongly Disagree Can't Answer
#38. I am treated as fairly as other members of my work group.
Percent Response
Strongly Agree Agree On The Fence Disagree Strongly Disagree • Can't Answer
#39. I see our organization's stated value about equal opportunity for growth and advancement
being put into action.
Percent Response
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can't Answer
Seattle Office
•Other than Seattle Office
Represents Operations Office, Place based Offices, Hanford and Manchester Lab
Qi-Q
-------
Region 10 Survey Results - By Location
#40. I am not aware of any prejudicail or discriminatory language or remarks being made in my
work place.
Percent Response
Strongly Agree
Agree
On The Fence Disagree Strongly Disagree Can't Answer
#41. In filling jobs in Region 10, competition is open and fair.
Percent Response
Strongly Agree
Agree
On The Fence • Disagree Strongly Disagree Can't Answer
#42. I am satisfied with the recognition I receive for doing a good job.
Percent Response
Strongly Agree
Agree
On The Fence
Disagree Strongly Disagree Can't Answer
Seattle Office
'Other than Seattle Office
* Represents Operations Office, Place based Offices, Hanford and Manchester Lab
-------
Region 10 Survey Results - By Location
#43. The people with whom i work show respect for one another.
Percent Response
Strongly Agree
Agree
On The Fence
Disagree Strongly Disagree Can't Answer
#44. I consider myself a leader within the Region consistent with Region 10's Leadership
Philosophy.
Percent Response
Strongly Agree
Agree
On The Fence
Disagree Strongly Disagree Can't Answer
#45. I believe that staff and managers in Region 10 have embraced Region 10's Leadership
Philosophy and are acting accordingly.
Percent Response
Strongly Agree
Agree
On The Fence Disagree Strongly Disagree Can't Answer
Seattle Office
•Other than Seattle Office
* Represents Operations Office, Place based Offices, Hanford and Manchester Lab
-------
Region 10 Survey Results - By Location
#46. Select the answer that best describes your feeling about the level of empowerment
you have in your current job.
Percent Response
Way Too Much
More than Ideal
Ideal
Less than Ideal Not Nearly Enough
#47. How empowered are you by your manager/supervisor to make decisions in your
job for the majority of your work.
Percent Response
ut start input wflimited staff input Wextensive start input based on staft ntfexlensive rngr. mput ^limited mgr. input w/out mgr. input
recommendations
-Manager Decides -
i rngr. mput »
I st
;aff Decides -
#48. Select the answer that best describes the level of decision making empowerment
you would like to have in your job for the majority of your work.
Percent Response
cvi start input w'limrted staff input ^extensive staff input based on staff Wextensive rngr. input vu/linvted mgr. input tfout rngr. input
recommendations
I Manan^r fWis»i*foc I
-Manager Decides -
Staff Decides
Seattle Office
*Other than Seattle Office
Represents Operations Office, Place based Offices, Hanford and Manchester Lab
Q-VS
-------
Region 10 Survey Results - By Location
#49. Select from the items below those that are most important for you to get the level of
empowerment you desire in your job.
Percent Response
Pee Support I Authority from Mgl.1 Change in Pos, Desc. I More Time (Disinvest) I
JTechtical_Support Mgt. Support Chanoe m Pert Aoar Dcnf n<*txi anuihinn r**L t*.
#50. There is a clear understanding of what our team is working to achieve.
Percent Response
Stron^y Agree
Agree
On The Fence Disagree Strongly Disagree Can't Answer
#51. Evaluation criteria have been established to measure our team's work and effectiveness.
Percent Response
'.
Strongly Agree Agree
On The Fence Disagree Strongly Disagree Can't Answer
Seattle Office
*Other than Seattle Office
Represents Operations Office, Place based Offices, Hanford and Manchester Lab
Gt-Uo
-------
Region 10 Survey Results - By Location
#52. There is an established process for team members to provide feedback to each other.
Percent Response
Strongly Agree
Agree
On The Fence Disagree Strongly Disagree Can't Answer
#53. The degree of authority of my team leader (either delegated authority from management or
negotiated authority given by the team) is clear.
Percent Response
Strongly Agree Agree On The Fence Disagree Strongly Disagree Can't Answer
#54. The organization's administrative processes/systems are adequately aligned to support
teaming as a new way of doing business.
Percent Response
Strongly Agree
Agree
On The Fence Disagree Strongly Disagree Can't Answer
Seattle Office
*Other than Seattle Office
Represents Operations Office, Place based Offices, Hanford and Manchester Lab
-------
Responses from those who work in the Seattle Office.
1. What program do you work for? Choose one.
Responses
RA's Office, Tribal, Enforcement and Compliance, External Affairs 25
Office of Regional Counsel 29
Office of Air Quality 30
Ecosystems and Communities 50
Environmental Assessment 48
Environmental Cleanup 78
Office for Innovation 17
Management Programs • 56
Waste and Chemicals Management 47
Office of Water 60
Total 440
2. Where do you work?
Responses
Operations Office 0
Placed-Based (Coeur d'Alene, Yakima, LaGrande, etc.) 0
Manchester Lab 0
Hanford 0
Seattle 446
Total 446
3.What is your position at Region 10?
Responses
Administrative Position 72
Senior Environmental Employee (SEE) 30
Other Staff 304
Unit Manager. Director. DRA. RA. (not teamleader) 38
Total 444
4. I can describe Region 10's Values. Vision, and Mission Statements.
Responses
Yes 271
No 171
Total 442
5. 1 can describe Region 10's "Strategic Directions."
Responses
Yes 159
No 284
Total 443
6. I can describe Region 10's Leadership Philosophy.
Responses
Yes 227
No 213
Total 440 A
-------
7. Region 10 Senior Executives and Unit Managers "walk the talk"
as related to the Region's stated values, vision, and mission.
Responses
STRONGLY AGREE 9
AGREE 130
ON THE FENCE 139
DISAGREE 53
STRONGLY DISAGREE 33
CAN'T ANSWER 73
Total 437
8. I know who my stakeholders/customers are.
Responses
STRONGLY AGREE 161
AGREE 217
ON THE FENCE 19
DISAGREE 11
STRONGLY DISAGREE 6
CAN'T ANSWER 22
Total 436
9. I know what stakeholders/customers want from Region 10, in general.
Responses
STRONGLY AGREE 62
AGREE 228
ON THE FENCE 82
DISAGREE 26
STRONGLY DISAGREE 5
CAN'T ANSWER 37
Total 440
10. In Region 10 we work as an integrated team to best serve our stakeholders/customers.
Responses
STRONGLY AGREE 17
AGREE 126
ON THE FENCE 134
DISAGREE 97
STRONGLY DISAGREE 37
CAN'T ANSWER 30
Total 441
11. 1 get the training and resources needed to carry out my work
most effectively.
Responses
STRONGLY AGREE 46
AGREE 185
ON THE FENCE 86
DISAGREE 90
STRONGLY DISAGREE 26
CAN'T ANSWER 7
Total 440
-------
12. Region 10's management serves as role models end lead
by example.
Responses
STRONGLY AGREE 15
AGREE . 138
ON THE FENCE 124
DISAGREE 94
STRONGLY DISAGREE 41
CAN'T ANSWER 29
Total 441
13. There is an organizational climate within Region 10 that
encourages risk taking.
Responses
STRONGLY AGREE 13
AGREE 117
ON THE FENCE 113
DISAGREE . 100
STRONGLY DISAGREE 56
CAN'T ANSWER 42
Total 441
14. Region 10 tries to develop and value a culturally diverse workforce.
Responses
STRONGLY AGREE 78
AGREE 218
ON THE FENCE 70
DISAGREE 27
STRONGLY DISAGREE 12
CAN'T ANSWER 30
Total 435
15. Region 10's management listens to its employees' needs and interests.
Responses
STRONGLY AGREE 50
AGREE 186
ON THE FENCE 99
DISAGREE 46
STRONGLY DISAGREE 33
CAN'T ANSWER 23
Total 437
16. Employees in my office ask for, and listen to the feedback/suggestions of
stakeholders/customers.
Responses
STRONGLY AGREE 58
AGREE 236
ON THE FENCE 74
DISAGREE 21
STRONGLY DISAGREE 5
CAN'T ANSWER 49
Total 443
-------
17. Employees in my office take action based on stakeholder/customer feedback/suggestions.
Responses
STRONGLY AGREE 47
AGREE 223
ON THE FENCE 82
DISAGREE 17
STRONGLY DISAGREE 4
CAN'T ANSWER 66
Total 439
18. During the past year. Region 10 employees I know have often
made promises to their stakeholder/customers that were not fulfilled.
Responses
STRONGLY AGREE 8
AGREE 49
ON THE FENCE 68
DISAGREE 142
STRONGLY DISAGREE 30
CAN'T ANSUER 145
Total 442
19. Employees are actively pursuing partnership opportunities
to provide successful program delivery to their stakeholders/customers.
Responses
STRONGLY AGREE 42
AGREE 182
ON THE FENCE 83
DISAGREE 24
STRONGLY DISAGREE 12
CAN'T ANSUER 95
Total 438
20. We communicate about and celebrate each other's successes in my office.
Responses
STRONGLY AGREE 42
AGREE 195
ON THE FENCE 91
DISAGREE 71
STRONGLY DISAGREE 22
CAN'T ANSUER 17
Total 438
21. I give others feedback that helps improve overall performance
in my office/region.
Responses
STRONGLY AGREE 40
AGREE 261
ON THE FENCE 77
DISAGREE 29
STRONGLY DISAGREE 4
CAN'T ANSUER 25
Total 436
-------
22. I receive feedback from my peers that helps inprove overall
performance in my office/region.
Responses
STRONGLY AGREE 34
AGREE 225
ON THE FENCE 90
DISAGREE 62
STRONGLY DISAGREE 16
CAN'T ANSWER 16
Total 443
23. My office has high work quality.
Responses
STRONGLY AGREE 125
AGREE 232
ON THE FENCE 38
DISAGREE 17
STRONGLY DISAGREE 8
CAN'T AHSUER 20
Total 440
24. During the past year, Region 10 managers have often made
promises to Region 10 employees that weren't kept.
Responses
STRONGLY AGREE 42
AGREE 83
ON THE FENCE 93
DISAGREE 110
STRONGLY DISAGREE 12
CAN'T ANSWER 103
Total 443
25. I receive feedback from my supervisor that helps improve
overall performance in our office.
Responses
STRONGLY AGREE 58
AGREE 215
ON THE FENCE 75
DISAGREE 56
STRONGLY DISAGREE 23
CAN'T ANSWER 14
Total 441
26. My supervisor serves primarily as a consultant to staff.
Responses
STRONGLY AGREE 109
AGREE 173
ON THE FENCE 48
DISAGREE 51
STRONGLY DISAGREE 37
CAN'T ANSWER 21
Total 439
-------
27. My supervisor devotes adequate time and attention to
coaching staff.
Responses
STRONGLY AGREE 50
AGREE U9
ON THE FENCE 95
DISAGREE 74
STRONGLY DISAGREE 47
CAN'T ANSWER 25
Total 440
28. In my view. Region 10 employees continue to expand their
environmental knowledge..
Responses
STRONGLY AGREE 60
AGREE 228
ON THE FENCE 67
DISAGREE 34
STRONGLY DISAGREE 3
CAN'T ANSWER 43
Total 435
29. The "solution of first choice" for Region 10 and its partners is
pollution prevention.
Responses
STRONGLY AGREE 58
AGREE 150
ON THE FENCE 84
DISAGREE 61
STRONGLY DISAGREE 9
CAN'T ANSUER 75
Total 437
30. Region 10 is clear about the mix of enforcement activities that
results in best compliance.
Responses
STRONGLY AGREE 10
AGREE 50
ON THE FENCE 88
DISAGREE 113
STRONGLY DISAGREE 52
CAN'T ANSUER 128
Total 441
31. Region 10 is seen as a leader of integrated environmental
problem solving in the Pacific Northwest.
Responses
STRONGLY AGREE 13
AGREE 70
ON THE FENCE 103
DISAGREE 94
STRONGLY DISAGREE 28
CAN'T ANSWER 130
Total 438
-------
32. Region 10's management is committed to continue to make organizational changes to
effectively deliver environmental services.
Responses
STRONGLY AGREE 29
AGREE 155
ON THE FENCE 109
DISAGREE 49
STRONGLY DISAGREE 22
CAN'T ANSWER 76
Total 440
33. As a result of the reorganization, my unit has chosen to disinvest in certain parts of our program
and/or services.
Responses
STRONGLY AGREE 16
AGREE 98
ON THE FENCE 70
DISAGREE 110
STRONGLY DISAGREE 32
CAN'T ANSWER 112
Total 438
34. In my unit/office, the work assignments are distributed appropriately based on grade level.
Responses
STRONGLY AGREE 13
AGREE 118
ON THE FENCE 77
DISAGREE 106
STRONGLY DISAGREE 45
CAN'T ANSWER 83
Total 442
35. My office/program is making progress to adopt these
core processes in our work.
Responses
STRONGLY AGREE 41
AGREE 189
ON THE FENCE 68
DISAGREE 33
STRONGLY DISAGREE 20
CAN'T ANSWER 89
Total 440
36. I often collaborate with others outside my office/unit.
Responses
STRONGLY AGREE 151
AGREE 205
ON THE FENCE 38
DISAGREE 24
STRONGLY DISAGREE 3
CAN'T ANSWER 15
Total 436 A
-------
37. I am respected and valued for what 1 know and can do.
Responses
STRONGLY AGREE 69
AGREE 244
ON THE FENCE 57
DISAGREE 20
STRONGLY DISAGREE 10
CAN'T ANSWER 39
Total 439
38. 1 am treated as fairly as other members of my work group.
Responses
STRONGLY AGREE 81
AGREE 244
ON THE FENCE 46
DISAGREE 31
STRONGLY DISAGREE 14
CAN'T ANSWER 27
Total 443
39. I see our organization's stated value about equal opportunity for
growth and advancement being put into action.
Responses
STRONGLY AGREE 27
AGREE 129
ON THE FENCE 122
DISAGREE 67
STRONGLY DISAGREE 38
CAN'T ANSWER 56
Total 439
40. I am not aware of any prejudicial or discriminatory language or
remarks being made in my work place.
Responses
STRONGLY AGREE 107
AGREE 212
ON THE FENCE 27
DISAGREE 45
STRONGLY DISAGREE 17
CAN'T ANSWER 34
Total 442
41. In filling jobs in Region 10, competition is open and fair.
Responses
STRONGLY AGREE 22
AGREE 123
ON THE FENCE 91
DISAGREE 75
STRONGLY DISAGREE 37
CAN'T ANSWER 91
Total 439
-------
42. I am satisfied with the recognition I receive for doing a good job.
Responses
STRONGLY AGREE 48
AGREE 198
ON THE FENCE 83
DISAGREE 73
STRONGLY DISAGREE 31
CAN'T ANSWER 10
Total 443
43. The people with whom I work show respect for one another.
Responses
STRONGLY AGREE 77
AGREE 245
ON THE FENCE 63
DISAGREE 37
STRONGLY DISAGREE 9
CAN'T ANSWER 8
Total 439
44. I consider myself a leader within the Region consistent with
Region 10's Leadership Philosophy.
Responses
STRONGLY AGREE 52
AGREE 186
ON THE FENCE 69
DISAGREE 33
STRONGLY DISAGREE 9
CAN'T ANSWER 85
Total 434
45. I believe that staff and managers in Region 10 have embraced
Region 10's Leadership Philosophy and are acting accordingly.
Responses
STRONGLY AGREE 10
AGREE 115
ON THE FENCE 123
DISAGREE 64
STRONGLY DISAGREE 28
CAN'T ANSWER 93
Total 433
46. Select the answer that best describes your feeling about the
level of empowerment you have in your current job.
Responses
Way too much 7
More than ideal 34
Ideal 283
Less than Ideal 78
Not nearly enough 19
Total 421
-------
47. How empowered are you by your manager/supervisor to make decisions in your job for the
majority of your work.
Responses
Manager decides without staff input 4
Manager decides with limited staff input 24
Manager decides with extensive staff input 56
Manager decides based on staff recommendations 76
Staff decides with extensive manager input 17.
Staff decides with limited manager input 202
Staff decides without manager input 31
Total 410
48. Select the answer that best describes the level of decision making
empowerment you would like to have in your job for the majority of your work.
Responses
Manager decides without staff input 4
Manager decides with limited staff input 6
Manager decides with extensive staff input 30
Manager decides based .on staff recommendations 90
Staff decides with extensive manager input 25
Staff decides with limited manager input 239
Staff decides without manager input 18
Total 412
49. Select from the items below those that are most important for you to get the level of
empowerment you desire in your job.
Responses
Program Area Training 122
Technical Support 109
Peer Support 142
Manager Support 213
Authority from Mangager 107
Change in performance agreement 18
Change in position description 30
Don't need anything 74
More Time (Disinvestments) 86
Other (List in comments box) 34
Total 417
50. There is a clear understanding of what our team is working to
achieve.
Responses
STRONGLY AGREE 31
AGREE 84
ON THE FENCE 24
DISAGREE 17
STRONGLY DISAGREE 11
CAN'T ANSWER 10
Total 177
-------
51. Evaluation criteria have been established to measure our team's work and effectiveness.
Responses
STRONGLY AGREE 8
AGREE 38
ON THE FENCE 33
DISAGREE 58
STRONGLY DISAGREE 20
CAN'T ANSWER 17
Total 174
52. There is an established process for team members to provide feedback to each other.
Responses
STRONGLY AGREE 19
AGREE 47
ON THE FENCE 31
DISAGREE 43
STRONGLY DISAGREE 17
CAN'T ANSWER 15
Total 172
53. The degree of authority of my team leader (either delegated authority
from management or negotiated authority given by the team) is clear.
Responses
STRONGLY AGREE 17
AGREE 49
ON THE FENCE 40
DISAGREE 31
STRONGLY DISAGREE 16
CAN'T ANSWER 16
Total 169
54. The organization's administrative processes/systems are
adequately .aligned to support teaming as a new way of doing business.
Responses
STRONGLY AGREE 4
AGREE 36
ON THE FENCE 40
DISAGREE 41
STRONGLY DISAGREE 21
CAN'T ANSWER 29
Total 171
-------
Responses from those who work in the Operations Office, are Place-Based, or work at
the Hanford office.
1. What program do you work for? Choose one.
Responses
RA's Office, Tribal, Enforcement and Compliance, External Affairs 31
Office of Regional Counsel 3
Office of Air Quality 5
Ecosystems and Communities 11
Environmental Assessment . 2
Environmental Cleanup 14
Office for Innovation 0
Management Programs 0
Waste and Chemicals Management 1
Office of Water 9
Total 76
2. Where do you work?
Responses
Operations Office 70
Placed-Based (Coeur d'Alene, Yakima, LaGrande, etc.) 3
Manchester Lab 0
Hanford 7
Seattle 0
Total 80
3.What is your position at Region 10?
Responses
Administrative Position 12
Senior Environmental Employee (SEE) 11
Other Staff 54
Unit Manager, Director, ORA, RA, (not teamleader) 2
Total 79
4. I can describe Region 10's Values, Vision, and Mission Statements.
Responses
Yes 39
No 39
Total 78
5. I can describe Region 10's "Strategic Directions."
Responses
Yes 30
No 49
Total 79
6. I can describe Region 10's Leadership Philosophy.
Responses
Yes 34
No 44
-------
7. Region 10 Senior Executives and Unit Managers "walk the talk"
as related to the Region's stated values, vision, and mission.
Responses
STRONGLY AGREE 5
AGREE 28
ON THE FENCE U
DISAGREE 7
STRONGLY DISAGREE 3
CAN'T ANSWER 22
Total 79
8. I know who my stakeholders/customers are.
Responses
STRONGLY AGREE 30
AGREE 33
ON THE FENCE 7
DISAGREE 1
STRONGLY DISAGREE 1
CAN'T ANSWER 7
Total 79
9. I know what stakeholders/customers want from Region 10, in general.
. Responses
STRONGLY AGREE 12
AGREE 41
ON THE FENCE 12
DISAGREE 1
STRONGLY DISAGREE 0
CAM'T ANSWER 12
Total 78
10. In Region 10 we work as an integrated team to best serve our stakeholders/customers.
Responses
STRONGLY AGREE 2
AGREE 25
ON THE FENCE U
DISAGREE 24
STRONGLY DISAGREE 5
CAN'T ANSWER 9
Total 79
11. I get the training and resources needed to carry out ifly work
most effectively.
Responses
STRONGLY AGREE 8
AGREE 27
ON THE FENCE 20
DISAGREE 17
STRONGLY DISAGREE 7
CAN'T ANSWER 1
Total 80
-------
12. Region 10's management serves as role models and lead
by example.
Responses
STRONGLY AGREE 6
AGREE 34
ON THE FENCE 18
DISAGREE 8
STRONGLY DISAGREE 5
CAN'T ANSWER 8
Total 79
13. There is an organizational climate within Region 10 that
encourages risk taking.
Responses
STRONGLY AGREE 6
AGREE 29
ON THE FENCE 19
DISAGREE 12
STRONGLY DISAGREE 4
CAN'T ANSWER 10
Total 80
14. Region 10 tries to develop and value a culturally diverse workforce.
Responses
STRONGLY AGREE 17
AGREE 38
ON THE FENCE 14
DISAGREE 1
STRONGLY DISAGREE 1
CAN'T ANSWER 9
Total 80
15. Region 10's management listens to its employees' needs and interests.
Responses
STRONGLY AGREE 11
AGREE 35
ON THE FENCE 15
DISAGREE 11
STRONGLY DISAGREE 3
CAN'T ANSWER 5
Total 80
16. Employees in my office ask for, and listen to the feedback/suggestions of
stakeholders/customers.
Responses
STRONGLY AGREE 19
AGREE 42
ON THE FENCE 10
DISAGREE 0
STRONGLY DISAGREE 0
CAN'T ANSWER 9
Total 80
Gt-<3\
-------
17. Employees in my office take action based on stakeholder/customer feedback/suggest ions.
Responses
STRONGLY AGREE 13
AGREE 35
ON THE FENCE 18
DISAGREE 3
STRONGLY DISAGREE 0
CAN'T ANSWER 11
Total 80
18. During the past year, Region 10 employees I know have often
made promises to their stakeholder/customers that were not fulfilled.
Responses
STRONGLY AGREE 2
AGREE 12
ON THE FENCE 13
DISAGREE 19
STRONGLY DISAGREE 6
CAN'T ANSWER 28
Total 80
19. Employees are actively pursuing partnership opportunities
to provide successful program delivery to their stakeholders/customers.
Responses
STRONGLY AGREE 11
AGREE 43
ON THE FENCE 11
DISAGREE 0
STRONGLY DISAGREE 1
CAN'T ANSWER 14
Total . 80
20. We communicate about and celebrate each other's successes in my office.
Responses
STRONGLY AGREE 8
AGREE 37
ON THE FENCE 13
DISAGREE 12
STRONGLY DISAGREE 3
CAN'T ANSWER 7
Total 80
21. I give others feedback that helps improve overall performance
in my office/region.
Responses
STRONGLY AGREE 9
AGREE 49
ON THE FENCE 11
DISAGREE 4
STRONGLY DISAGREE 0
CAN'T ANSWER 7
Total 80
,-JSt
-------
22. I receive feedback from my peers that helps improve overall
performance in my office/region.
Responses
STRONGLY AGREE 5
AGREE 42
OH THE FENCE 12
DISAGREE 17
STRONGLY DISAGREE 0
CAN'T ANSWER 4
Total 80
23. My office has high work quality.
Responses
STRONGLY AGREE 18
AGREE 42
ON THE FENCE 7
DISAGREE 3
STRONGLY DISAGREE 0
CAN'T ANSWER 10
Total 80
24. During the past year. Region 10 managers have often made
promises to Region 10 employees that weren't kept.
Responses
STRONGLY AGREE 5
AGREE 9
ON THE FENCE 16
DISAGREE 17
STRONGLY DISAGREE 6
CAN'T ANSWER 27
Total 80
25. I receive feedback from my supervisor that helps improve
overall performance in our office.
Responses
STRONGLY AGREE 7
AGREE 39
ON THE FENCE 13
DISAGREE 12
STRONGLY DISAGREE 3
CAN'T ANSWER 6
Total 80
26. My supervisor serves primarily as a consultant to staff.
Responses
STRONGLY AGREE 18
AGREE 37
ON THE FENCE 8
DISAGREE 6
STRONGLY DISAGREE 3
CAN'T ANSWER 8
Total 80
-33
-------
27. My supervisor devotes adequate time and attention to
coaching staff.
Responses
STRONGLY AGREE 6
AGREE 30
ON THE FENCE 13
DISAGREE 14
STRONGLY DISAGREE 6
CAN'T ANSWER 11
Total 80
28. In my view. Region 10 employees continue to expand their
environmental knowledge.
Responses
STRONGLY AGREE 10
AGREE 45
ON THE FENCE 5
DISAGREE 3
STRONGLY DISAGREE 3
CAN'T ANSWER 14
Total 80
29. The "solution of first choice" for Region 10 and its partners is
pollution prevention.
Responses
STRONGLY AGREE 10
AGREE 27
ON THE FENCE 14
DISAGREE 9
STRONGLY DISAGREE 3
CAN'T ANSWER 17
Total 80
30. Region 10 is clear about the mix of enforcement activities that
results in best compliance.
Responses
STRONGLY AGREE 1
AGREE 10
ON THE FENCE 17
DISAGREE 15
STRONGLY DISAGREE 14
CAN'T ANSWER 23
Total 80
31. Region 10 is seen as a leader of integrated environmental
problem solving in the Pacific Northwest.
Responses
STRONGLY AGREE 3
AGREE 16
ON THE FENCE 12
DISAGREE 16
STRONGLY DISAGREE 3
CAN'T ANSWER 30
Total 80
-------
32. Region 10's management is committed to continue to make organizational changes to
effectively deliver environmental services.
Responses
STRONGLY AGREE 7
AGREE 29
ON THE FENCE 12
DISAGREE 9
STRONGLY DISAGREE 4
CAN'T ANSWER 19
Total 80
33. As a result of the reorganization, my unit has chosen to disinvest in certain parts of our program
and/or services.
Responses
STRONGLY AGREE 2
AGREE 23
ON THE FENCE 9
DISAGREE 15
STRONGLY DISAGREE 4
CAN'T ANSWER 25
Total 78
34. In my unit/office, the work assignments are distributed appropriately based on grade level.
Responses
STRONGLY AGREE 4
AGREE 21
ON THE FENCE 12
DISAGREE 11
STRONGLY DISAGREE 4
CAN'T ANSWER 26
Total 78
35. My office/program is making progress to adopt these
core processes in our work.
Responses
STRONGLY AGREE 8
AGREE 33
ON THE FENCE 14
DISAGREE 2
STRONGLY DISAGREE 3
CAN'T ANSWER 19
Total 79
36. I often collaborate with others outside my office/unit.
Responses
STRONGLY AGREE 32
AGREE 31
ON THE FENCE 5
DISAGREE 9
STRONGLY DISAGREE 0
CAN'T ANSWER 3
Total 80
-------
37. I am respected and valued for what I know and can do.
Responses
STRONGLY AGREE 12
AGREE 46
ON THE FENCE 6
DISAGREE 3
STRONGLY DISAGREE 0
CAN'T ANSUER 11
Total 80
38. I am treated as fairly as other members of my work group.
Responses
STRONGLY AGREE 19
AGREE 39
ON THE FENCE 7
DISAGREE 5
STRONGLY DISAGREE 1
CAN'T ANSUER 9
Total 80
39. I see our organization's stated value about equal opportunity for
growth and advancement being put into action.
Responses
STRONGLY AGREE 8
AGREE 25
ON THE FENCE 15
DISAGREE 9
STRONGLY DISAGREE 6
CAN'T ANSWER 16
Total 79
40. I am not aware of any prejudicial or discriminatory language or
remarks being made in my work place.
Responses
STRONGLY AGREE 21
AGREE 38
ON THE FENCE 11
DISAGREE 4
STRONGLY DISAGREE 2
CAN'T ANSUER 4
Total 80
41. In filling jobs in Region 10, competition is open and fair.
Responses
STRONGLY AGREE 8
AGREE 18
DM THE FENCE 11
DISAGREE 11
STRONGLY DISAGREE 3
CAN'T ANSUER 29
Total 80
-------
42. I am satisfied with the recognition I receive for doing a good job.
Responses
STRONGLY AGREE 8
AGREE 32
ON THE FENCE 17
DISAGREE 11
STRONGLY DISAGREE 5
CAN'T ANSWER 7
Total 80
43. The people with whom I work show respect for one another.
Responses
STRONGLY AGREE 15
AGREE 48
ON THE FENCE 12
DISAGREE 3
STRONGLY DISAGREE 0
CAN'T ANSWER 2
Total 80
44. I consider myself a leader within the Region consistent with
Region 10's Leadership Philosophy.
Responses
STRONGLY AGREE 9
AGREE 28
ON THE FENCE 11
DISAGREE 10
STRONGLY DISAGREE 1
CAN'T ANSWER 20
Total 79
45. I believe that staff and managers in Region 10 have embraced
Region 10's Leadership Philosophy and are acting accordingly.
Responses
STRONGLY AGREE 4
AGREE 27
ON THE FENCE 18
DISAGREE 4
STRONGLY DISAGREE 1
CAN'T ANSWER 25
Total 79
46. Select the answer that best describes your feeling about the
level of empowerment you have in your current job.
Responses
Way too much 4
More than ideal 13
Ideal 48
Less than Ideal 9
Not nearly enough 4
Total 78
-------
47. Mow empowered are you by your manager/supervisor to make decisions in your job for the
majority of your work.
Responses
Hanager decides without staff input 2
Manager decides with limited staff input 7
Hanager decides with extensive staff input 8
Hanager decides based on staff recommendations 12
Staff decides with extensive manager input 5
Staff decides with limited manager input 36
Staff decides without manager input S
Total 75
48. Select the answer that best describes the level of decision making
empowerment you would like to have in your job for the majority of your work.
Responses
Manager decides without staff input 1
Manager decides with limited staff input 3
Manager decides with extensive staff input 4
Manager decides based on staff recommendations 15
Staff decides with extensive manager input 7
Staff decides with limited manager input 43
Staff decides without manager input 2
Total 75
49. Select from the items below those that are most important for you to get the level of
empowerment you desire in your job.
Responses
Program Area Training 35
Technical Support 26
Peer Support 23
Hanager Support 37
Authority from Hangager 10
Change in perforroarce agreement 5
Change in position description 8
Don't need anything 11
More Time (Disinvestments) 13
Other (List in comments box) 10
Total 77
50. There is a clear understanding of what our team is working to
achieve.
Responses
STRONGLY AGREE 2
AGREE 13
ON THE FENCE 8
DISAGREE 2
STRONGLY DISAGREE 3
CAN'T ANSWER 3
Total 31
-------
51. Evaluation criteria have been established to measure our team's work and effectiveness.
Responses
STRONGLY AGREE 0
AGREE 2
ON THE FENCE 4
DISAGREE 18
STRONGLY DISAGREE 4
CAN'T ANSWER 3
Total 31
52. There is an established process for team members to provide feedback to each other.
Responses
STRONGLY AGREE 0
AGREE 10
ON THE FENCE 8
DISAGREE 8
STRONGLY DISAGREE 2
CAN'T ANSWER 2
Total 30
53. The degr.ee of authority of my team leader (either delegated authority
from management or negotiated authority given by the team) is clear.
Responses
STRONGLY AGREE 1
AGREE 7
ON THE FENCE 9
DISAGREE 6
STRONGLY DISAGREE A
CAN'T ANSWER 3
Total 30
54. The organization's administrative processes/systems are
adequately aligned to support teaming as a new way of doing business.
Responses
STRONGLY AGREE 3
AGREE 6
ON THE FENCE 6
DISAGREE 8
STRONGLY DISAGREE 3
CAN'T ANSWER 6
Total 32
-------
Responses from those who work in the Manchester Lab.
1. What program do you work for? Choose one.
Responses
RA's Office, Tribal, Enforcement and Compliance, External Affairs, etc. 1
Office of Regional Counsel 0
Office of Air duality 0
Ecosystems and Communities 0
Environmental Assessment 19
Environmental Cleanup 0
Office for Innovation 0
Management Programs 0
Waste and Chemicals Management 0
Office of Water 1
Total 21
2. Where do you work?
Responses
Operations Office 0
Placed-Based (Coeur d'Alene, Yakima, laGrande, etc.) 0
Manchester Lab 21
Hanford 0
Seattle 0
Total 21
3.What is your position at Region 10?
Responses
Administrative Position 4
Senior Environmental Employee
-------
7. Region 10 Senior Executives and Unit Managers "walk the talk"
as related to the Region's stated values, vision, and mission.
Responses
STRONGLY AGREE 0
AGREE 7
ON THE FENCE 3
DISAGREE 1
STRONGLY DISAGREE 1
CAN'T ANSWER 8
Total 20
8. I knou who my stakeholders/customers are.
Responses
STRONGLY AGREE 4
AGREE 10
ON THE FENCE 3
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 2
Totat 20
9. I know what stakeholders/customers want from Region 10, in general.
Responses
STRONGLY AGREE 3
AGREE 8
OH THE FENCE 5
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 3
Total 20
10. In Region 10 ue work as an integrated team to best serve our stakeholders/customers.
Responses
STRONGLY AGREE 2
AGREE 5
ON THE FENCE 6
DISAGREE 4
STRONGLY DISAGREE 1
CAN'T ANSWER 2
Total 20
11. I get the training and resources needed to carry out my work
most effectively.
Responses
STRONGLY AGREE 3
AGREE 13
ON THE FENCE 3
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T AKSUER 0
Total 20
&-MI
-------
12. Region 10's management serves as role models and lead
by example.
Responses
STRONGLY AGREE 1
AGREE i>
ON THE FENCE 9
D1SAGREE 3
STRONGLY DISAGREE 1
CAN'T ANSWER 2
Total 20
13. There is an organizational climate within Region 10 that
encourages risk taking.
Responses
STRONGLY AGREE 0
AGREE 9
ON THE FENCE 3
DISAGREE 7
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 20
14. Region 10 tries to develop and value a culturally diverse workforce.
Responses
STRONGLY AGREE 5
AGREE 10
ON THE FENCE 3
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 20
15. Region 10's management listens to its employees' needs and interests.
Responses
STRONGLY AGREE 1
AGREE 12
ON THE FENCE 5
DISAGREE 1
STRONGLY DISAGREE 1
CAN'T ANSWER 0
Total 20
16. Employees in my office ask for, and listen to the feedback/suggestions of
stakeholders/customers.
Responses
STRONGLY AGREE 3
AGREE 12
ON THE FENCE 1
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 3
Total 20
-------
17. Employees in my office take action based on stakeholder/customer feedback/suggestions.
Responses
STRONGLY AGREE 2
AGREE 13
ON THE FENCE 1
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 3
Total 20
18. During the past year, Region 10 employees I know have often
made promises to their stakeholder/customers that were not fulfilled.
Responses
STRONGLY AGREE 0
AGREE 0
ON THE FENCE 1
DISAGREE 12
STRONGLY DISAGREE 0
CAN'T ANSWER 7
Total 20
19. Employees are actively pursuing partnership opportunities
to provide successful program delivery to their stakeholders/customers.
Responses
STRONGLY AGREE 0
AGREE 9
ON THE FENCE 3
DISAGREE 1
STRONGLY DISAGREE 0
CAM'T ANSWER 7
Total 20
20. We communicate about and celebrate each other's successes in my office.
Responses
STRONGLY AGREE 3
AGREE 10
ON THE FENCE 4
DISAGREE 1
STRONGLY DISAGREE 2
CAN'T ANSWER 0
Total 20
21. I give others feedback that helps improve overall performance
in my office/region.
Responses
STRONGLY AGREE 3
AGREE 9
ON THE FENCE 5
DISAGREE 1
STRONGLY DISAGREE 1
CAN'T ANSWER 1
Total 20
-------
22. I receive feedback from my peers that helps improve overall
performance in my office/region.
Responses
STRONGLY AGREE 1
AGREE 10
ON THE FENCE 4
DISAGREE 3
STRONGLY DISAGREE 1
CAN'T ANSWER 1
Total 20
23. My office has high work quality.
Responses
STRONGLY AGREE 9
AGREE 11
ON THE FENCE 0
DISAGREE 0
STRONGLY DISAGREE 0
CAN'T ANSWER 0
Total 20
24. During the past year, Region 10 managers have often made
promises to Region 10 employees that weren't kept.
Responses
STRONGLY AGREE 1
AGREE 2
ON THE FENCE 1
DISAGREE 10
STRONGLY DISAGREE 0
CAN'T ANSWER 6
Total 20
25. I receive feedback from my supervisor that helps improve
overall performance in our office.
Responses
STRONGLY AGREE 1
AGREE 13
ON THE FENCE 3
DISAGREE 3
STRONGLY DISAGREE 0
CAN'T ANSWER 0
Total 20
26. My supervisor serves primarily as a consultant to staff.
Responses
STRONGLY AGREE 2
AGREE 15
ON THE FENCE 1
DISAGREE 2
STRONGLY DISAGREE 0
CAN'T ANSWER 0
Total 20
-------
27. My supervisor devotes adequate time and attention to
coaching staff.
Responses
STRONGLY AGREE 1
AGREE 7
OH THE FENCE 5
DISAGREE 5
STRONGLY DISAGREE 1
CAN'T ANSWER 1
Total 20
28. In my view. Region 10 employees continue to expand their
environmental knowledge.
Responses
STRONGLY AGREE 2
AGREE 14
ON THE FENCE 4
DISAGREE 0
STRONGLY DISAGREE 0
CAN'T ANSWER 0
Total 20
29. The "solution of first choice" for Region 10 and its partners is
pollution prevention.
Responses
STRONGLY AGREE 3
AGREE 10
ON THE FENCE 2
DISAGREE 2
STRONGLY DISAGREE 0
CAN'T ANSWER 3
Total 20
30. Region 10 is clear about the mix of enforcement activities that
results in best compliance.
Responses
STRONGLY AGREE 1
AGREE 1
ON THE FENCE 3
DISAGREE 2
STRONGLY DISAGREE 1
CAN'T ANSWER 12
Total 20
31. Region 10 is seen as a leader of integrated environmental
problem solving in the Pacific Northwest.
Responses
STRONGLY AGREE 0
AGREE 4
ON THE FENCE 3
DISAGREE 2
STRONGLY DISAGREE 0
CAN'T ANSWER 11
Total 20 r\
-------
32. Region 10's management is committed to continue to make organizational changes to
effectively deliver environmental services.
Responses
STRONGLY AGREE 1
AGREE 7
ON THE FENCE 4
DISAGREE 0
STRONGLY DISAGREE 1
CAN'T ANSWER 7
Total 20
33. As a result of the reorganization, my unit has chosen to disinvest in certain parts of our program
and/or services.
Responses
STRONGLY AGREE 0
AGREE 1
ON THE FENCE 3
DISAGREE 6
STRONGLY DISAGREE 3
CAN'T ANSWER 7
Total 20
34. In my unit/office, the work assignments are distributed appropriately based on grade level.
Responses
STRONGLY AGREE 0
AGREE 12
ON THE FENCE 1
DISAGREE 2
STRONGLY DISAGREE 1
CAN'T ANSWER 4
Total 20
35. My office/program is making progress to adopt these
core processes in our work.
Responses
STRONGLY AGREE 0
AGREE 7
ON THE FENCE 4
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 8
Total 20
36. I often collaborate with others outside my office/unit.
Responses
STRONGLY AGREE 2
AGREE 12
ON THE FENCE 2
DISAGREE 2
STRONGLY DISAGREE 1
CAN'T ANSWER 1
Total 20 _ (
-------
37. 1 am respected and valued for what I know and can do.
Responses
STRONGLY AGREE 0
AGREE 14
ON THE FENCE 3
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 2
Total 20
38. I am treated as fairly as other members of my work group.
Responses
STRONGLY AGREE 5
AGREE 10
ON THE FENCE 1
DISAGREE 2
STRONGLY DISAGREE 0
CAN'T ANSWER 2
Total 20
39. I see .our organization's stated value about equal opportunity for
growth and advancement being put into action.
Responses
STRONGLY AGREE 1
AGREE 8
ON THE FENCE 3
DISAGREE 2
STRONGLY DISAGREE 1
CAN'T ANSWER 4
Total 19
40. I an not aware of any prejudicial or discriminatory language or
remarks being made in my work place.
Responses
STRONGLY AGREE 7
AGREE 10
ON THE FENCE 1
DISAGREE 0
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 19
41. In filling jobs in Region 10, competition is open and fair.
Responses
STRONGLY AGREE 2
AGREE 10
ON THE FENCE 1
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 6
Total 20
-------
42. I am satisfied with the recognition I receive for doing a good job.
Responses
STRONGLY AGREE 3
AGREE 10
OH THE FEMCE 2
DISAGREE 3
STRONGLY DISAGREE 0
CAN'T ANSUER 2
Total 20
43. The people with whom I work show respect for one another.
Responses
STRONGLY AGREE 5
AGREE 13
ON THE FENCE 0
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSUER 1
Total 20
44. I consider myself a leader within the Region consistent, with
Region 10's Leadership Philosophy.
Responses
STRONGLY AGREE 1
AGREE 5
ON THE FENCE 4
DISAGREE 0
STRONGLY DISAGREE 0
CAN'T ANSUER 10
Total 20
45. I believe that staff and managers in Region 10 have embraced
Region 10's Leadership Philosophy and are acting accordingly.
Responses
STRONGLY AGREE 0
AGREE 5
ON THE FENCE 3
DISAGREE 0
STRONGLY DISAGREE 0
CAN'T ANSUER 12
Total 20
46. Select the answer that best describes your feeling about the
level of empowerment you have in your current job.
Responses
Uay too much 0
More than ideal 2
Ideal 12
Less than Ideal 1
Not nearly enough 2
Total 17
,-HS
-------
47. How empowered are you by your manager/supervisor to make decisions in your job for the
majority of your work.
Responses
Manager decides without staff input 0
Manager decides with limited staff input 2
Manager decides with extensive staff input 5
Manager decides based on staff recommendations 2
Staff decides with extensive manager input 1
Staff decides with limited manager input 5
Staff decides without manager input 1
Total 16
48. Select the answer that best describes the level of decision making
empowerment you would like to have in your job for the majority of your work.
Responses
Manager decides without staff input 0
Manager decides with limited staff input 0
Manager decides with extensive staff input 5
Manager decides based on staff recommendations 6
Staff decides with extensive manager input 0
Staff decides with limited manager input 5
Staff decides without manager input 1
Total 17
49. Select from the items below those that are most important for you to get the level of
empowerment you desire in your job.
Responses
Program Area Training 5
Technical Support 8
Peer Support 5
Manager Support 9
Authority from Mangager 5
Change in performance agreement 0
Change in position description 2
Don't need anything 2
More Tine (Disinvestments) 5
Other (List .in comments box) 3
Total 18
50. There is a clear understanding of what our team is working to
achieve.
Responses
STRONGLY AGREE 2
AGREE 8
ON THE FENCE 0
DISAGREE 0
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 11
-------
51. Evaluation criteria have been established to measure our team's work and effectiveness.
Responses
STRONGLY AGREE 0
AGREE 3
ON THE FENCE 3
DISAGREE 3
STRONGLY DISAGREE 0
CAN'T ANSWER 2
Total 11
52. There is an established process for team members to provide feedback to each other.
Responses
STRONGLY AGREE 0
AGREE 4
ON THE FENCE 2
DISAGREE 3
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 10
53. The degree of authority of my team leader (either delegated authority
from management or negotiated authority given by the team) is clear.
Responses
STRONGLY AGREE 0
AGREE 6
ON THE FENCE 3
DISAGREE 1
STRONGLY DISAGREE 0
CAN'T ANSWER 1
Total 11
54. The organization's administrative processes/systems are
adequately aligned to support teaming as a new way of doing business.
Responses
STRONGLY AGREE 1
AGREE 3
ON THE FENCE 4
DISAGREE 0
STRONGLY DISAGREE 1
CAN'T ANSWER 2
Total 11
-------
-------
This section compares the responses submitted during the OCAT survey with responses to the same questions
submitted during the 1994 Employee Views Survey and the 1995 Empowerment Survey. Not all questions in the
OCAT survey were asked previouslyt thus the occasional break in the numerical sequencing of the questions.
1. W
2. W
i
3. W
Analys
at program d
RA
ORC
OAR
-co
OEA
OEC
nnovation
Mgt.
Waste & Cher
Water
Total
tere do you w
Ops Office
'lace Based
Manchester
Hartford
Seattle
Total
lat is your DO
Adm.
SEE
Other Staff
Mgrs, Director
Total
sof F
you work
1996
50
30
33
55
69
83
16
' 53
43
70
502
rk?
60
\
19
6
414
50
Itlon at Re
90
37
4
51
eorgj
r?
nizati
-
Note: Thes
does not Inc
1994
18
40
72
76
133
90
117
67
613
i
1
Ion 10?
( Note: Thl«
SEE employ
"Before am
:es.)
1
on: 1
numbers r<
de SEE em
Air and Tox
ESD
HAZARDO
Operations
^fter" analy
Jeforc
>resent thos
loyees .)
s Division)
S WASTE
Offices)
is does not
and
who respoi
DIVISION)
iclude respo
After
ded to the si
1
ises from
rvey and
-------
4. I can describe Region 10'sV
No
Yes
Total
13SS
292
212
504
lues, Vislo
57.94
42.06
and Missi
n Statements
1334
206
406
612
33.66
66.34
Difference
24.28
-24.28
25 SO 75 100
5. I dan describe R
gion 1Q's ' Strategic Dii ections."
1996
•
1994
•
Difference
Yes
177
35.05
200
32.79
2.26
No
328
64.95
410
67.21
-2.26
Total
505
610
NOTE: For questions #7 to(043
example in que
difference.
, a "posit
tion #7, a decrease In responses In"
difference Is an Indies II
isagrees" from
Ion of impro
1994 to 15
ement betw< en the 1994 and 1996 su veys. For
96 Is a improvement anc hence a "po
itlve"
7. R
glon 10 Senio
Executive
and Unit Mianagers "w; ilk the talk
as related t
the Regiof
's stated va ues. vision andmisslor
Difference b
itween 1996 and 1994
1995
Sliongly Agri
2.39
1.30
'%" respon
% Responses
10 20 30 40
1.09
Agree
154
30.68
103
16.75
13.93
On the Fence
149
29.68
178
28.94
-0.74
Disagree
11.55
123
20.00
8.45
Strongly Disagrei
35
6.97
44
7.15
0.18
Can't Answer
Total
18.73
502
159
615
2585
7.13
-------
Co
8. 1
9. IK
10. I
now who my t
Strongly Agree
.
On the Fence
Disagree
Strongly Disagree
2an't Answer
Total
takeholders
1996
184
OjlQ
**ta
24
12
7
22
498
now what stakeholders/ci
Strongly Agree
Agree
On the Fence
Disagree
Strongly Disagree
Can't Answer
Total
Region 10 wi
Strongly Agree
Agree
On the Fence
Disagree
Strongly Disagree
Can't Answer
"otal
1996
73
262
98
26
5
40
504
work as ar
1996
19
139
152
118
39
36
503
/customers
%
36.95
«V1 (V
4.82
2.41
1.41
4.42
stomers wa
%
14.48
51 98
19.44
5.16
099
7.94
Intergrated
I
378
27.63
30.22
23.46
7.75
7.16
are.
nt from Reg
earn to be:
1994
187
10R
51
13
8
30
615
on 10, In ge
1994
67
308
105
66
7
61
614
serve our
1594
18
125
120
227
83
39
612
3fe
30.41
CO ni
8.29
2.11
1.30
4.88
neral.
tt
10.91
5016
17.10
10.75
1.14
9.93
takeholder
%
2.94
20.42
1961
37.09
13.56
6.37
customers
Difference
6.54
O A4
3.47
-0.30
-0.10
0.46
Difference
3.57
1.82
-2.34
5.59
0.15
2.00
DJtference
084
7.21
-10.61
13.63
5.81
-0.78
0
il
pr~
% Responses
20 40
%S&&jS&fih
^ggi^^
SO
< r//M1^0W////tflf?>l!>flf00r///>H
§
Q
Q
M
'a
I
j
I
•
,
*
•
*/• Responses
20 40
-,m
31996
• 1994
•
< g^g^ggggggg§2iSiiiSil32P
8
Q
8
s
ggfgggggsa
IM
^^^L
0 10
$
*
\
-.
5
f
% Responses
20 30
^^S^5
0
IS) 1996
• 1994
K
so
El 1996
• 1994
-------
11. 1
12. R
13 '
getthetrainin
Strongly Agree
On the Fence
)isagree
Strongly Disagree
Can'l Answer
Total
egion 10's ma
Strongly Agree
Agree
On the Fence
Disagree
Strongry Disagree
Can't Answer
Total
here is an org
Strongry Agree
Agree
On the Fence
Disagree
Strongly Disagfe<
Can t Answer
Total
! and resou
1996
49
107
105
32
7
505
nagement t
1996
19
161
146
98
46
34
c/w
mizational
1996
16
146
133
111
42
505
ce needed
%
9.70
An C.Q
21.19
20.79
634
1.39
>rves as rol
%
3.77
31.94
28.97
19.44
9.13
675
limate with
3fe
3.17
29. ol
26.34
21.98
lu.oy
8.32
o carry out
models an
n Region t
my work.
1994
29
144
104
215
69
46
612
I lead by e>
1994
9
116
145
203
80
58
that encou
1994
11
131
205
4C
61:
%
4.74
74 15
16.99
35.13
11.27
7.52
ample.
%
1.47
18.99
2373
33.22
13.09
9.49
ages risk t
%
1.79
1Q 7 A
21.37
33.4^
1 C cc
7.99
king.
Difference
4.96
16 25
-4.19
14.34
4.94
6.13
Difference
2.30
12.96
-5.24
13.78
3.97
2.75
Difference
1.37
9 57
-4.97
11.46
4 77
-0.32
a
,-
8
c
-
<
-
% Responses
10 ^o r*n an «i
Wzfca
MWfWMMMMZtfj
u
a
Q
3
0
8
5
E31996
• 1994
'/, Responses
} 10 . 20 30 to 50
\mwmm
5f
ZffiffiSQ
% Responses
) 10 20 30
P
jgjgfgggggggggj
mzmm
'MMV///M
fgggggggfggjgggggfl^
i^M^«*^«
E1996
• 1994
40
S1996
• 1994
-------
14.
16. F
16. I
egion 10 tries
Slrongry Agree
Agree
On irte Fence
}sigre«
Strong*/ Disagree
C«n! Answer
Total
egion 10 man
Strongly Agree
Agree
On the Fence
disagree
Strongly Disagree
Can'l Answer
Tnfal
mployees in r
Strongly Agree
\qree
On the Fence
Disagree
Strongly Disagree
"an't Answer
fetal
to develop
1996
95
242
84
27
12
39
499
gement list
1996
62
214
117
53
35
21
y office asl
1995
77
82
23
4
50
507
md value a
36
19.04
48.50
16.83
5.41
2.40
7.82
ens to Its ef
36
12.35
42.63
2331
10.56
6.97
4.18
for, and lis
%
15.19
16.17
4.54
0.79
9.86
:ulturally d
iployees' n<
verse work
1994
58
285
123
73
27
46
612
eds and int
1994
31
222
146
127
57
! 28
en to the fe
edback/sug
1994
72
too
131
59
11
54
613
>rce.
36
9.4*
46.57
20.10
11.93
4.41
7.52
erests.
%
5.07
36.33
23.90
20.79
9.33
4.58
estions of
%
11.75
21.37
9.62
1.79
8.81
iakeholder
Difference
9.56
1.93
3.26
6.52
2.01
-0.30
Difference
7.28
6.30
0.59
10.23
2.36
0.40
/customers
Difference
3.44
fi fit")
5.20
5.09
1.01
-1.05
% Responses
0 10 20 30
H3I
^___
40 SO
•
n
°i
;i
gi
Kt»^
L.
i
i
i
;
z
g
ie
£31996
•11994
*/, Responses
10 20 30 40 50
'MyflWM
WftHii.
TZtft
M
u.
C
a
a
M
<
0
0
Wf^/^
mm
*
^1996
•S1994
% Responses
20 40 60
!%###!
k
1
eai99
• 199
)
i —
-------
17. E
18. I
stakt
19. E
dellv
mployees In r
Strongly Agree
Agree
Disagree
Strongly Disagree
Can't Answer
Total
urlng the pas'
holder/custom
Strongly Agree
Agree
On the Fence
Disagree
Strongly Disagree
Can't Answer
Total
mployees are
jry to their sta
Strongly Agree
Agree
On the Fence
Disagree
Strongly Disagree
Can't Answer
Total
y office tal
1896
60
261
20
4
64
504
year, Regk
ers that we
1996
9
55
80
163
34
165
506
actively pui
keholders/c
1996
50
225
94
24
12
98
503
e action ba
"A
11.90
51.79
1 Q OK
3.97
0.79
12.70
n 10 emplo
re not fulfill*
°A
1.78
10.87
15.81
32.21
6.72
32.61
suing partn
jstomers.
%
9.94
44.73
18.69
4.77
2.39
19.48
ed on stak'
/ees I know
d.
jrshlp oppo
holders/cu!
1994
28
209
132
14
91
611
have often
1994
13
119
94
201
14
171
612
rtunltles to
1994
5
114
146
CQ
16
243
610
tomer feed
%
4.58
34.21
21.60
2.29
14.89
nade prom
%
2.12
19.44
15.36
32.84
2.29
27.94
provide sue
%
0.82
18.69
23.93
14.10
2.62
39.84
ack/sugge
ses to their
f
essful prog
tlons.
Difference
7.32
17.58
J.D/
17.64
1.50
2.20
Difference
0.35
8.57
0.45
-0.63
4.43
-4.67
ram
Difference
9.12
2604
5.25
9.33
0.24
20.35
S
«
D
Q
14
5
% Responses
0 20 40 60
JJ
f
'
I
J
<
o
^1996
• 1994
% Responses
20 40 60
b-
pa
E31996
B1994
% Responses
0 20 40 60
55
5
Hgg^^i
1
YtMWSM -
01996
• 1994
-------
20.
21. I
I
Ve communic
Strongly Agree
Agree
On the Fence
Disagree
Strongly Disagree
Can't Answer
Total
give others fe
Strongly Agree
Agree
On the Fence
Disagree
Strongly Disagree
Can't Answer
Total
?3. I
/ly office has h
Strongly Agree
Agree
On the Fence
Disagree
Strongly Disagree
Can't Answer
Total
ite about ar
1996
49
221
105
80
27
20
502
edback tha
1996
46
305
89
34
5
23
502
igh work q
1996
146
267
41
18
8
25
505
d celebrate
"A
9.76
44.02
20.92
15.94
5.38
3.98
helps impi
%
9.16
60.76
17.73
6.77
1.00
4.58
jality.
...
28.91
52.87
8.12
3.56
1.58
4.95
each othe
ove overall
-
's sufcesse
1994
49
260
99
130
46
29
613
performanc
1994
30
253
153
116
24
36
612
1994
121
335
83
38
14
21
612
s in my offi
°A
7.99
42.41
16.15
21.21
7.50
4.73
e in my off
"A
4.90
41.34
25.00
18.95
3.92
5.88
. _.. _.
19.77
5474
13.56
6.21
2.29
3.43
:e.
ce/region.
Difference
1.77
1.61
-4.77
5.27
2.13
0.75
Difference
4.26
19.42
7.27
12.18
2.93
1.30
Difference
9~T4~
-1.87
5.44
2.64
0.70
-1.52
% Responses
0 20 40 60
o) r
t W0%%jMflMl%b
Q gj
Si ^
O ^
^1996
• 1994
•/. Responses
0 20 40 60
n ''^djMStM^^/M'M
o m
0 *
*l
A
0 20 40
c
E31996
• 1994
—
60
rf c %WA
p« MMl
£ ^
o Man
o I,,
0 3
v, i
< ^
E31996
• 1994
•
-------
24. (
that'
28. 1
29. 1
urlng the pas
veren't kept.
Strongly Agree
Agree
On the Fence
Disagree
Strongly Disagree
Total
i my view, Re
Strongly Agree
.
On the Fence
Disagree
Strongly Disagree
Can't Answer
Total
he "solution <
Strongly Agree
Agree
On tho Fonco
Disagree
Strongly Disagree
Can't Answer
Total
t year, Reg
1996
47
89
104
133
18
1 1ft
_ 507
jion 10 em
1996
66
OKQ
' °
74
36
6
49
499
>f first choi
1996
65
168
97
72
12
88
502
jn 10 mana
%
9.27
17.55
20.51
26.23
3.55
OO AA
iloyees con
%
13.23
CO ~7 \
14.83
7.21
1.20
9.82
e" for Regi
%
12.95
33.47
1932
1434
239
17.53
gers have c
tinue to ex;
on 10 and it
ften made
1994
54
159
130
125
12
1 T?
612
and their e
1994
35
*5/1A
O*»U
119
61
7
50
612
s partners i
1994
60
239
103
87
24
98
611
>romises to
%
8.82
25.98
21.24
20.42
1 96
91 c.7
wironment
%
5.72
c C cc
33
19.44
9.97
1.14
8.17
s pollution
%,
9.82
3912
1686
1424
3.93
16.04
Region 10
I knowledc
>revention.
employees
Difference
-0.45
8.43
-0.73
5.81
1.59
'-^'
e.
Difference
7.51
1 o^
4.61
2.75
-0.06
-1.65
Difference
3.13
-5.65
-2.47
-0.10
1 54
-1.49
u.
5
Q
a
'/• Responses
) 20 40
'tffiftW/ftffiffiffitft
gggggggggggggga
f
o ^^^((^[((^((f^^
^1996
• 1994
% Responses
0 20 40 60
< y^^-g^
u.
5
a
O
to
0
,
c
IL
5
Q
Q
U)
O
^1996
H1994
•/« Responses
20 40 60
imp1
ggjgjg
i
01996
• 1994
—
-------
30.
31.
I
43. '
Region 10isc
Strongly Agree
Agree
On the Fence
Disagree
Strongly Disagre
Can't Answer
Total
egion 10 iss
Strongly Agree
Agree
On the Fence
Disagree
Can't Answer
Total
he people wit!
Strongly Agree
Agree
On tho Fonco
Disagree
Strongly Disagree
Dan't Answer
Total
I
ear about the mix of er
1996
10
56
100
125
66
148
505
en as a lea
1996
14
85
113
110
150
503
whom I w
1996
89
287
73
39
8
8
504
!&
1.98
11.09
19.80
24.75
13.07
29.31
ier of integ
"A
2.78
16.90
22.47
21.87
61ft
29.82
ark show re
%
17.66
56.94
14.48
7.74
1.59
1.59
forcement
ated envirc
spectfor oi
ictivities th
1994
3
43
101
229
83
152
611
nmental pr
1994
10
101
118
195
133
612
le another.
1994
79
293
116
86
17
21
612
it results ir
%
0.49
7.04
16.53
37.48
13.58
24.88
ablem solv
"A
1.63
16.50
19.28
31.86
8QQ
.yy
21.73
best comp
ng in the P
%
12.91
47.88
18.95
14.05
2J8
3.43
iance.
Difference
1.49
4.05
-3.27
12.73
0.51
-4.43
cific North'
Difference
1.15
0.40
-3.18
9.99
-8.09
Difference
4.75
9.07
4.47
6.31
1.19
1.84
vest.
{
10
<
5
o
8
gl
;
K
^
sw
_
<
u.
6
o
o
:;
m
% Responses
20 40
^^
W^^^^j^*
ggggjjgjjgggjggg
'(ffiffifffa
^22S2S222iii22
BSSMggffifegS^i
W00A
I
^1996
• 1994
—
—
% Responses
20 40
j^gf
'4KWM4MMM&
V////////////////A
H
(
35
<
LJ_
5
o
Q
)
W^&MftM*^
% Responses
20 40 60
^f
C"
^1996
• 1994
EJ1996
• 1QQ4
-------
o
NOTI
46. J
your
47. >
work
48. !
your
.: The calculi
elect the answ
current job.
1 Way loo muc
2 More than Ide
3 Ideal
4. Less than ide
5. Not nearly enc
Total
ow empowere
?
1 Mgr decides v
nput
2 Mgr decides w
staff input
3 Mgr decides w
staff input
4. 'Mgr Decides
recommendations
5 Staff decides v
mgr. input
6 Staff decides
mgr. input
7 Staff decides v
nput
elect the ansv
ob (or the ma
Mgr decide* wtoU Hi
Mgt decldai w«h Irrtti
Mgr decide* w/ erfeni
Mgt Decides t»std a
econvnend8tlons
Stilt decide* «r to make c
ecision mat
t the differe
vel of empo
%
0.37
5.58
6301
25.09
5.95
ecision in y
1995
20
45
77
126
104
127
38
537
ng empow<
1995
9
10
46
93
145
onn
35
538
ice belwee
verment yo
our job for t
%
3.72
8.38
14.34
23.46
19.37
23.65
7.08
rment you
%
1.68
1.86
8.57
17.32
27.00
T7 74
6.52
1996 and <
have in
Difference
-2.11
-3.72
4 14
8.36
1.61
tie majority
vould like t<
996.
of your
Difference
-2.45
-2.02
-0.78
-6.73
-15.34
26.35
0.97
have in
Difference
-0.62
-0.59
-1.57
4.29
-21 .28
?•> 'Xi
-2.26
•
CM
*
10
\
J
\
.
'h Responses
20 40 60 80
%
1
•
% Responses
0 5O jn
'
-.
b
WMZ&HMti/M'l
V^Zfi
1
;-
(i
-!
in
-
!
% Responses
20 40
\
\
tas^
%fl%ffffffi'%fffi%2%£}
ggi^
M^
•
•
-
E31996
•11995
O
S1996
W1995
•
^1996
• 1995
10
-------
49. !
emp
Select from the
>werment yoi
Program Area Training
Technical Support
Peer Support
Manager Support
Authority Irom Mgr.
Change In performanc
Change in position de
Don't need anything
More Time (Disinvestrr
Other (List in Commer
items belo
desire in y
agieement
cription
nts)
s Box)
Total
w those tha
Durjob.
1996
151
133
161
254
115
20
37
76
102
45
1094
t are most
%
13.80
12.16
14.72
23.22
10.51
1.83
3.38
6.95
9.32
nportant fc
r you to ge
1995
165
177
168
257
179
32
41
128
89
61
1297
the level o
%
12.72
13.65
12.95
19.81
13.80
2.47
3.16
9.87
6.86
4.70
Difference
1.08
-1.49
1.76
3.40
-3.29
-0.64
0.22
-2.92
2.46
-
% Responses
0 5 10 15
,_
W%?/Mdf%WM
-------
-------
MORE NOTES FROM THE UNIT MANAGER INTERVIEWS
The following represents a detailed listing of the most common responses provided by Unit
Managers during one-on-one interviews.
Question 1. With respect to the Organizational Design Attributes, what changes have you
observed with respect to the reorganization?
1. The Unit Manager's (UM) job is over-whelming. In comparison to Section Chiefs they
have more people to supervise and an increased workload since they have assumed many
of the former Branch Chief responsibilities. As a result the UMs are not able to provide
the necessary time to deal with staff related issues.
2. The ET is too large. It has too many meetings and it takes too long to make decisions.
3. The ET needs to do a better job of communicating with the staff and the UMs.
4. Communications have generally improved. There is better communication within the
office due to the LAN and E-Mail system, however, there is concern about information
overload. Too many people are trying to include too large a group in the various issues
that they are dealing with.
5. Communication is worse within the region. The Office Directors (OD) and the UMs are
communicating less with their staffs. Communication with place-based staff and
Operation Office staff has not improved and may have been worse during the past year.
6. Changes to the organization have been confusing to the public and to the states.
7. Staff and Unit Managers have better access to the ODs and to the RA and DRA.
8. The UMs within the various offices are working well together; however the UMs are not
working with then- counterparts in other offices.
9. There is less accountability now than there was in the past. This is the result of less
headquarters tracking and less focus in the region on accountability. In addition the move
toward empowerment without the appropriate training or guidance up front has confused
staff and UMs regarding who has responsibility for what.
10. The Executive Team (ET) generates policies and goals and then dumps them on an
already overloaded UM group without considering the work load implications.
6r
-------
11. The 1:11 staff to management goal and other goals such as supervisory diversity and
delayering have been met. There has been a significant cost in down time, however, and
time will tell whether the change has been positive or negative.
Question 2. How is the new organization more/less effective in the job of environmental
protection?
1. There has been a decrease in environmental protection since the reorganization. This was
due to the furloughs, the budget problems, the general chaos associated with settling in
after a significant reorganization, and new UMs and staff learning new jobs. Fewer
regional people appear to be involved in direct environmental protection work.
2. Environmental protection will improve in time once new offices have better defined their
functions and all offices are more comfortable with their new organizations and
relationships.
3. The movement of both UMs and staff from one program to another has been, in many
cases, beneficial. The new people bring new perspectives and knowledge of different
programs to their new offices which tends to improve the way the region does its
environmental business. There has been a downside as well. Moving technical experts
and experienced Section Chiefs into new organizations has adversely affected some units.
Some of those units which lost personnel have had difficulty in meeting their
environmental responsibilities.
4. Working with the states to divide up the environmental workload should pay dividends in
the future.
Questions. Does the organization feel flatter? If so why?
1. The organization feels flatter. Many decisions are made more quickly and there is better
access of the staff and UMs to the ODs and the RA/DRA.
2. Flatter comes with a price. The UMs have a much broader span of control and the
workload is greater than that of a Section Chief because the UM has taken on many of the
duties of the former Branch Chief. In addition, there have been many special assignments
coming to the UMs from the ET. The result is less time for the UMs to do performance
agreements, performance evaluations, mentoring, coaching, etc.
3. Staff and ODs still expect the UMs to have the same depth of knowledge on technical
issues that the Section Chief used to have. This expectation cannot be met with the
current span of control and workload.
S-2
-------
4. The roles of the UMs and ODs have not been well defined. It is not clear who has the
responsibilities that were previously handled by Branch Chiefs.
5. In some offices there are "phantom" branch chiefs (non-supervisory Associate or Deputy
Office Directors). In some cases these individuals function in the same manner that
Branch Chiefs did in the past. In these cases the organizations have not been flattened and
UMs have not had the opportunity for professional growth .
6. There is no one for UMs to bounce ideas off of now. The ODs are generally tied up.
There are no Branch Chiefs and other UMs have their own problems to deal with.
Question 4. What mid-course changes would you suggest at this point?
1. Relative roles of the UMs and the ODs need to be better defined.
2. Roles of the Senior Non-Supervisory Staff need to be reviewed and refined regularly in
order to assure that they are working in priority areas.
3. The size of the ET needs to be reevaluated. It takes too long for decisions to be made.
Possibly use smaller groups for certain types of decisions.
4. There needs to be more leadership from upper management.
5. The ET needs to find better ways of communicating with the staff and UMs. It is not
clear what the ET is doing or why they take so much time doing it. One suggestion for
better communication is for the ET or a portion of it to hold a monthly open forum where
ET activities could be discussed and questions could be asked.
6. The ET and the Region as a whole need to focus more on environmental issues.
7. The ET and the UMs need to come together again as a management team.
8. The effectiveness of small offices within the region need to be reviewed in relation to the
goals of the region.
9. The role of the Associate/Deputy Office Directors need to be evaluated in terms of their
value to the region and their potential roles as "phantom" Branch Chiefs.
10. The value and contribution of the Office for Innovation needs to be evaluated.
11. Communication between Seattle supervisors and place-based/Operation Office staff needs
5- 3
-------
to bis improved. The decision to have staff report directly to Seattle might need to be
revisited.
12. Create additional Units where it makes sense. Some Units are too large. At the UM level
a true 1:11 would be more workable than 1:20.
13. Reevaluate the "assignments not positions " concept. It may be counter-productive in
many cases, and it should consider the impact on staff and programs. Moving technical
staff from their areas of expertise may be detrimental to the region's goal of environmental
protection.
14. Develop a better, quicker process for filling vacancies. Use a two-tiered approach such as
allowing rapid rehiring for existing vacancies and a more thoughtful consideration for
filling new vacancies.
15. The ET needs to set some priorities and mobilize resources to accomplish those priorities.
This would include grants, training, FTE, etc.
(Note: responses to questions 5 and 6 are combined due to extensive overlap in response.)
Question 5. As a supervisor, what were your expectations with respect to your new job
under the reorganization?
Question 6. How does reality compare with your expectation?
1. Expected the job to be hard and it is. In many cases it is harder than anticipated.
2. Expected to be part of a larger management team that worked on region-wide issues.
This has not happened.
3. Thought the job would be more human resources oriented and not so much technically
oriented. This has not been the case. ODs and staff both expect UMs to have a technical
grasp of the detail of programmatic issues.
4. Expected flatter organization to provide more opportunity for professional growth, such
as attending national meetings, working on national workgroups, influencing policy
development, etc. This has not happened for two reasons. First, the UM workload is so
heavy that it is difficult to find time. Second, the Associate ODs seem to do that kind of
work which does not allow the UMs an opportunity to become involved.
5. Expectations have been meet compared to the reality of the UM job.
5- 4
-------
6. Expected the job to provide time and opportunity for forward planning and goal setting.
There has not been time to do either.
7. Expected to be involved in awards, promotions, enforcement decisions, etc. and have not
had the time or in some cases the opportunity to become involved.
8. Expected roles to be better defined.
9. Expected to be part of a larger management team that worked on region-wide issues.
This has not happened.
Question 7. Are you interested in remaining a supervisor in the existing organization?
1. Yes, want to remain in a supervisory positions (the majority of UMs), however, concern.
exists about the workload, the stress level, and the inability of the UM to provide the
needed guidance and support to their staffs.
2. Uncertain, may be interested in some sort of change in the future. Concerned about
burnout and would consider a Senior Non-Supervisory Staff position.
3. Concerned about rotations. May not be ready to change in two years if I like my current
job and I've developed important working relationships.
4. The supervisor to staff ratio of 1:15-20 is a problem for many supervisors and may impact
my decision to remain a supervisor or move to something else.
Question 8. Have there been any changes is accountability, flexibility, empowerment, or
innovation during the past year?
1. Empowerment has increased but UMs and staff need further training in this area in order
to be able to ensure that empowerment is appropriately employed.
2. The region is more innovative than it has been in the past. The innovation is frequently
more aligned with policy type issues than with technical issues.
3. Flexibility has increased significantly over the course of the past year. EPA in general and
Region 10 in particular have been both innovative and flexible for quite some time.
4. Accountability had decreased over the course of the passed year, as has customer focus.
5-5
-------
5. Maybe we have become too flexible and too empowered, and have lost control and
direction in the midst of all the changes.
6. Some staff may have become empowered out of necessity, since they were not able to
spend time with their UM. It is not clear that this is the type of empowerment that we
want or that it is the way we want it implemented.
7. Empowerment has not been embraced equally by staff and managers. Staff are asked to
take more responsibility and make decisions, yet the ET is not operating in the same way.
They meet and take days to make decisions.
General Observations
1. It is too soon to perform this sort of organizational analysis. It takes several years for
cultural change to occur.
2. Policies coming from the ET are confusing and sometimes inconsistent.
3. Concerned that the ET will put a spin on the results of the organization review.
4. Politics are permeating too far down into the organization.
5. Success is not only getting good programmatic outputs but feeling good about working
here.
6. Programs still need to understand other programs better.
7. Reorganization implementation teams have lost their momentum. They need to be re-
energized.
S- 6
-------
-------
MORE NOTES FROM EXECUTIVE TEAM INTERVIEWS
The following represents a more detailed summary of the most common responses provided by
Executive Team Members in one-on-one interviews.
Question 1. With respect to the Organizational Design Attributes, what changes have you
observed since the reorganization?
1. The Executive Team (ET) is too large. As a result, there are too many meetings, the
meetings last too long and it takes the ET too long to make decisions.
2. The ET is functioning with a sense of collective responsibility, and there is a greater
willingness to work across program lines.
3. The boxes are alive and well within the ET and turf is still an issue.
4. It is too early to effectively judge the reorganization. The furlough and budget crises of
FV96 slowed the movement/progress of the reorganization. It will likely take 3 to 5 years
for a significant organizational change to show real progress.
5. In general, unit managers are overloaded and some staff are having a difficult time meeting
with their supervisors. These difficulties should improve as the organization matures,
however this is an area that bears watching.
6. Some units are too large.
7. Staff and Unit Manager (UM) access to the Office Directors (OD) has increased since we
eliminated the Branch Chief positions. However, because they were typically very
experienced and knowledgeable, Branch Chiefs had provided a valuable service to ODs
and Section Chiefs by helping to make their workload more manageable
8. The region as a whole and the ET in particular have not been emphasizing the core
processes.
9. The Office for Innovation and the Office of Ecosystems and Communities are generally
doing good work. It was more difficult that anticipated to initiate new offices but
progress is being made. There is a need for periodic review and evaluation of the new
offices in order to assure their contributions to the region are commensurate with the
resources being used.
10. Regional accountability has decreased. Since the accountability system was scrapped and
none has replaced it, there has been little or no tracking of program activities in the region.
-------
11. Supervisors and managers seem to be conflict averse, especially when it comes to dealing
with staff Consequently tough stances are frequently not taken in situations where they
should be.
12. Communications between UMs and ODs has unproved but communications between staff
and UMs may be worse because of UM workload and the number of staff they are
supervising.
13. The region is operating under information overload. There is an attempt to include
everyone who may have even a minor interest in a subject and the result is too many LAN
messages and too many people included in meetings who should not be included.
14. Too many people are being asked for input on too many decisions. This frequently delays
decisions. Greater leadership should be exercised and sometimes it is appropriate and
even desirable for UMs, ODs, the Deputy Regional Administrator (DRA) and the
Regional Administrator (RA) to make unilateral decisions.
15. There are not enough administrative staff in the region and the ones that are here are not
made to feel part of the "team."
16. The region's efforts in the tribal areas have improved significantly. There is more
awareness of tribal issues in the programs and there is a greater effort to consider tribal
needs in program activities.
17. Seattle staff do not communicate often enough or effectively with Operation Office staff
and place-based staff.
18. The non-supervisory deputy system seems to be working well for those offices who have
them.
19. The ET does not communicate effectively with the UMs or the staff.
Question 2. How is the new organization more effective/less effective in the job of
environmental protection?
1. It is too early to tell whether there has been a change in our region's protection of public
health and the environment. The region has been preoccupied with the reorganization and
other issues.
2. There has been a significant loss of corporate memory and experience with the loss of
Branch Chief positions. This translates into a decrease in the region's ability to protect
public health and the environment.
3. There is a general feeling that environmental protection has decreased over the course of
-------
the past year due to decreased accountability, loss of experienced, technically, qualified
staff and managers, fewer staff doing direct environmental protection, reduced emphasis
on enforcement, reorganization transaction costs, and low ET priority related to
environmental issues.
4. Environmental protection has decreased this year, however, there is a great deal of
optimism that environmental protection will improve because the region is moving
forward with development of partnerships with the states and tribes, the region is looking
at problems more holistically, various initiatives are improving the way we do business,
morale is improving, faster decisions will protect the environment better, and "themes"
(e.g., community, geographic, tribal, etc.) are clearer.
5. Core programs are suffering, yet those are the programs we will be judged on.
Question 3. Does the organization feel flatter? If so why?
1. The office not only looks flatter, it is functioning flatter . This is tempered by the
observation that UMs have extremely heavy workloads and do not have enough face-to-
face time with their staffs.
2. OD workload has increased significantly resulting in less time to meet with staff.
3. There is still a question of roles and division of labor with respect to UMs and ODs.
4. UMs in general are not technical experts and are not able to provide the program direction
and guidance that is expected by staff.
5. Seattle UMs do not communicate well or frequently enough with place-based/Operation
Office staff.
6. Branch Chiefs added value to the regional activities in areas such as issue focussing,
decision making, corporate memory, experience, HQ and state relationships, planning,
budget, etc.
Question 4. What mid-course changes would you suggest at this point?
1. Review ET size and processes. Identify which issues should be dealt with by full ET,
which should be dealt with by the RA/DRA, and which should be dealt with by a subgroup
of the ET.
2. Streamline the size of the ET by setting up an executive, executive team, combining the
smaller offices into a "pool" with a single OD representing the group (could be rotated
-------
between ODS of smaller offices), and/or setting up small workgroups to deal with specific
issues and empowering them to make decisions.
3. The ET and the RA/DRA need to exert more environmental leadership.
4. ODs need to work together one-on-one or in small groups to deal with issues. Currently,
the only time ET members see each other is in ET meetings.
5. Increase the number of UMs in offices where there is good justification.
6. Review the policy of requiring all Operation Office Directors to be present at major
meetings. The travel costs can be very high.
7. The ET should emphasize strategic environmental issues more and internal policy and
structure less.
8. ODs and UMs should rotate in and out of supervision so that they develop an empathy
and understanding for what is required to get a job done.
9. The ET needs to emphasize the leadership philosophy and core areas more and lead by
example.
10. Senior Non-Supervisory Staff positions need to be evaluated periodically to determine if
they are being utilized effectively.
11. Reevaluate the location of the outreach unit. Reconsider whether outreach is provided
more effectively when staff are located in a centralized office or in direct program offices.
12. Mentor more effectively. Many programs are only one deep and mentoring would provide
backups. Better mentoring for new UMs.
13. Resource focussing is not working well. It takes too long for decisions to be made.
Streamline it.
14. More training and emphasis is needed related to empowerment.
15. There is no group within the region that focuses on regional goals and accomplishments.
There is a need to reinstate some type of program planning and evaluation.
16. The ET and the RA/DRA need to do more and better communications with staff. The
LAN is not enough.
17. UMs and ET need to work together more effectively as a team.
18. The regional office needs to make a greater effort to assure that administrative staff are
-------
included in program activities and are provided an opportunity to grow in the
organization.
(Note: Responses to questions 5 and 6 are combined due to extensive overlap in response.)
Question 5. As a supervisor, what were your expectations with respect to your new job
under the reorganization?
Question 6. How does reality compare with your expectations?
1. Expected the region to be able to focus resources on major problems. This has not
happened yet.
2. Did not expect ODs to be doing so much first line supervisory work.
3. Did not expect to have so much problem getting the go ahead to fill vacancies.
4. Expected time spent with ET in meetings to be both enjoyable and enriching. This has not
been the case.
5. Miss Branch Chiefs more than expected.
6. Expected more internal and external movement toward geographic initiatives.
7. It is taking longer than expected to get past old way of doing things.
8. Stress level is higher than expected.
9. Expected less initial resistance to dealing with tribal issues.
Question 7. Are you interested in remaining a supervisor in the new organization?
1. Would like to remain in management positions (majority view), although may be interested
in taking some time away from management in the future to do some Senior Non-
Supervisory Staff work (minority view).
2. Would not consider a Unit Manager position, too difficult.
3. Like the assignments not positions concept.
-------
Question 8. Have there been any changes in accountability, flexibility, empowerment,
innovation during the past year?
1. Flexibility has occurred through movement of people during the reorganization. Rotation
of staff and managers will continue to create and improve flexibility.
2. Empowerment has always been high in the regional office for those who wanted it.
3. There has been little cost savings to the agency as a result of down sizing.
4. The region is innovative scientifically but not in policy areas.
5. Much more use of cross-office teams is occurring.
6. People are still concerned about taking risks and putting forth innovative ideas because of
the potential for failure.
General Comments
1. Concerned that we set up a system that will not sustain .itself during the reign of a "hostile"
RA? Current system with rotation policy and large number of highly graded Senior Non-
Supervisory Staff could be an easy target for wholesale change.
2. Expect people to be more motivated and enthusiastic long term, as reorganization matures
and the prospect of rotations becomes reality.
3. More natural teaming is occurring.
-------
u
-------
RESPONSES TO THE "RA FOR A DAY" MAILBOX
Comment 1: In my humble opinion, the root cause of our inability to effectively implement the
collaborative, problem-solving partnership objectives of our re-organization is the in-bred "white
tower" culture of our workforce.
Our hiring and promotion practices create this fatal inbreeding. We typically hire at the entry
level, and promote from within (all for legitimate reasons). Thus few RIO employees possess
significant experience in either the private sector or in local/state governments.
Thus lacking an understanding of private sector and non-federal governmental processes,
motivations, and limitations, we are predictably unable to work effectively with them. Most
appalling, few of our employees folly appreciate the power of economic motivators in changing
environmental practices. Such limitations inevitably create our infamous, insular "stovepipe"
culture that so often mistakes internal process for external progress.
For validation, just look closely at the background of those EPA employees with the greatest
success in working externally. With few exceptions, most have significant non-federal experience.
Bottom line: we can train anyone to do a specific job, but we cannot provide them with die
crucial non-federal experiences and perspectives that are essential to their (and EPA's) success.
Solution? Easy. Just change hiring requirements to specify a minimum of five years of
non-federal experience. Yes, that will impose some additional costs in starting salaries, but the
ultimate savings to EPA, the taxpayers, and the environment arising from more effective EPA
employees and programs could be enormous. (And don't forget that, in our efforts to re-invent
government, this would be a compelling and easily understood public step in the right direction.)
Comment!: 1. Thank you for the opportunity to comment on how the reorganization has
worked for me. I did take the survey. I don't think my comments were tied directly to the
questions asked, but I hope you can figure it.
2. I can't say that I enjoy change as it takes time to get used to. Being in the PC support area,
you'd think I'd be used to change. The one issue I had during the reorganization and flattening of
the organization, was that I hoped that we would take managers and put them to work. I can
honestly say in the case of Jim Peterson and Gus Parlier this is true. I can appreciate that they
were supervisors and then became working staff. I see them doing real work and enjoy working
with them. They also offer great suggestions from having been supervisors.
I hope there are other successes in this area. I hope we don't have a group of people just creating
good ideas for the rest of us. Believe me when I say we are swimming as fast as we can. If given
time we too could come up with good ideas but there just doesn't seem to be time.
3. As for all your questions regarding the vision of the agency etc., I don't think I could quote it
(M
-------
back to you. I think those of us in support roles in OMP are working as hard as we can to keep
up with the staff and actually spend time anticipating the best way to do a job. Please take time to
include us when announcing successes in the Region. I'll use the recent White House event as an
example. There were many people in the ER.U unit working on this project but were not thanked
or rewarded. Those staff may be contractors but a letter of thanks would have been acceptable.
Please remember that we in OMP are part of this organization and should be thought of as
partners in the successes the Region has.
4. Please look to the infrastructure to support the region and its staff. You made a great decision
to purchase new PCs for staff to get work done. It will not stop there. With the new equipment
comes installing, training, and supporting. It will take resources to do these things and it will take
additional resources to continue to buy to keep up with technology. Any help in that area would
be greatly appreciated.
Once again, thank you for the opportunity to comment.
Comment 3: I have only one general comment. I am very concerned about the outreach
program in air. Prior to the reorganization we had Misha Vakoc working full time here in air on
outreach. We had some new initiatives and were just beginning to impact our states with some
new ideas such as the very successful teacher training workshops which Misha worked so hard to
get established.
It is important that the outreach person be co-located with the other staff so she/he hears of
initiatives and possibilities for outreach as matters arise. Also this allows the person to push new
initiatives, which is difficult to do if one is not on the site. Our state air programs will not push
outreach without continual contact and interaction with their staffs. Our states are organized by
media and if we are to support and encourage outreach, it has to be on a day to day working
initiative basis.
I am aware that there are some resources for outreach work available nationally for air, but we
can not compete without a sustained foil time (foil FTE) effort. Outreach for better or worse is
not yet part of the basic program and it is an item easily pre-empted for other things so it needs
this kind of focussed effort to succeed.
Comment 4: If I were R.A. for a day I would:
1. Cut the "fluff" and get back to substantive issues. We've spent the last four years changing
directions repeatedly, on the basis of a social experiment gone awry. EPA has lost its direction.
We attend more meetings, fill out more surveys, acquire more buzz words (TQM, customer,
stakeholder, etc.) and listen to endless rounds of "focus groups" and accomplish less and less
meaningful work. We can't hold a meeting with a "facilitator" or work on a project without
including innovation and technology. In EPA's attempt to "re-invent" itself, EPA has abdicated
its role as a regulatory agency and now attempts to hide behind the role of "facilitator" or
-------
"empowerer" of other agencies while periodically attempting to regulate. We have succeeded in
contusing the general public as to our role in environmental protection and our continued worth
as an agency, as well as confusing our federal, state and local partners as to who we are and what
we really do. And last but not least we have enraged the environmentalists who once were our
most strident supporters. We need to get back to basics in protecting the environment. The
question most frequently asked of Carol Browner during the.shutdowns was not "what reorg plan
is not occurring, what state team meeting didnt happen or what meetings are executives not
attending" but "what inspections are not being done." Wake-up. That's where the general
public's concerns are. Their taxes pay our salary - if we're customer oriented, lets really listen to
what their concerns are -1 assure you, the people I meet in the field on a weekly basis could care
less about our "geo initiative, or watershed group or state team" they care about the up close and
personal issues of clean air, water, etc. and why we're doing more talking about the issues than
correcting them.
2. I would insure that staff have the necessary resources available to them to carry out their job.
As a result of the reorg we're spending enormous resources on fluff meetings, trips, etc,, when
regular field staff don't have the travel funds to do adequate inspections or enforcement work -
how can we justify trips to Russia, Sweden, Poland, etc., when staff cant get out to the field in
the regional area? When staff can't get appropriate field vehicles or appropriate field gear they
are hampered hi carrying out their duties as assigned and they are endangering themselves by
using improper/inadequate equipment. It also leaves a poor impression with the general public
and the agencies that EPA works with - Do you know how many times F've got on a Metro Bus
headed for an inspection and loaded down with field gear and had at least ten people ask what
EPA was doing on the bus (the field gear is marked EPA Rl 0)? What kind of message do we
send when we must tell a complainant who has concerns about an ongoing violation, we can't get
out to do an inspection because no cars are available (or when we show up to do an inspection
with a "chevy nova" and when it becomes mired in the muck we have to request assistance from
the alleged violator to just move the car, knowing when we get back to the office well have to
deal with grief from the Service Center because there is mud in the car? I hear those questions
from the general public and internal staff all the time. The resources in this agency are targeted
toward the gray suits on the 14th floor and Moses was a baby the last time they produced a
product of value.
3. I would abolish the office of innovation and technology and use the funds to create a "support
division" and have them do nothing but staff support functions (travel, finance, field gear, cars,
etc) - their mission would be providing the best support possible to EPA staff. Staff spend more
time trying to get cars, gear, finance documents, hotel reservations, travel vouchers, TAs, etc,
than they do actually doing the work they were hired to do. We do our own typing and copying
and sometimes process the mail because the secretary is overwhelmed. The balance of service
provision has shifted in this agency toward not providing any services internally: If you receive a
car with no gas in it, its staffs responsibility to not only fill it (and be late for your
meeting/inspection), but also to go back to the prior driver and complain; If you have a finance
problem, it can be months before its addressed; Phone doesn't work, computer's out? Unless the
staff person takes time out to run up and down the building, begging and borrowing, chances are
the problem won't get fixed - it took me eight weeks to get a phone card and I'm in field almost
-------
every week. God help you, if you have to use the 1-800 number for assistance from the field)
The RA should establish what the internal priorities with regard to staff support are and insure
that every office and every program is on line with those priorities. If we no longer do real
environmental protection work, for heaven sakes, run up the flag of surrender and say so. Quit
frustrating staff by saying one thing and having the region do another.
4. I would insure that managers are really "managers/ coaches" and are capable of fulfilling that
role before hiring them. I'd remove those whose skills were inadequate and I'd quit giving
permanent promotions to managers until their 6th year as a manager (end of second rotation). I'd
insure that managers have time to coach by making it mandatory that meetings involving
managers be reduced to the point managers would have time to do more than simply attend one
meaningless meeting after another. Since the reorg, managers are running from one meeting,
focus group, state team, etc., to another - they don't have time to get to know their staff, the
ongoing work, etc. The idea of being a coach isn't realistic under the present system. The
present reorganization failed in addressing staff to manager ratios in a manner that provides staff
with a manager who has the time/skills to do more than sign documents and time cards.
5. I wouldn't make promises in general staff meetings that I had no serious plan to fulfill. EX:
staff evaluations of managers, promotions, etc. There comes a point when staff have seen
enough broken promises that they cease to believe anything the R A. or his representatives have
to say.
6. I'd make an apology to this Region and the general public for the past four years of chaos,
admit that the very expensive social experiment did not work out as all had thought and I'd
recycle everything even remotely related to this ill-fated experiment. I'd then take the money that
was designated for the expensive outside "change consultant" the Region hired and put it toward
environmental work and I'd get back to working on cleaner air, water, etc. Last but not least I'd
terminate the very next person who uttered the words "organizational change, stakeholder, or
paradigm."
Comment 5: 1. Good job on the survey. Very easy to read, simple to implement, good idea to
define terms on right hand side, just enough comment space to get the idea written down without
rambling too much. This is by far the best online survey we've had. Kudos's to the folks that put
this together.
2. With all this teaming stuff, I think EPA has tended to participate in Teams for the sake of
teaming. Employees should ask themselves whether there is any value-added component to have
themselves and/or EPA present as part of either an internal or external team. I see a number of
employees that want to be on internal and external teams simply because they want to have their
finger on the Pulse of Things (I think some of this is a left over from where EPA put itself in the
"oversight" role, rather than the "leadership" role, and people feel like they need to "know" what
everyone else is up to -1 believe that we need to move beyond that role of simply "knowing" what
is happening - we need to either direct the team or provide some input in order for us to justify
our participation. For external groups (e.g., lots of coalitions or geographic initiative stuff), this
U-H
-------
results in EPA yet again sitting at the table and not adding anything other than the "weight" of our
name on the roster list (which I recognize, in some cases is important).
I believe that if EPA truly wants to be a leader in environmental issues in the NW, then we need
to tackle, and Resolve, difficult issues. I think we are too often only providing our "support", or
our "name", and that we have to earn the respect of the community by working through and
reaching resolution on Difficult issues, [yes, I recognize that through this we still have to do our
core work (permits, site cleanups, education).
P.S. Get rid of the Office of Innovation. I have read all their messages, been to their brown bags,
and I see a whole lot of people internally blabbing without any effecting any change. Yes, they
are doing a great job facilitating, and asking for input, but there's no purpose for all that
coordinating if the office isn't really doing anything - these good people/resources would be better
spent resolving difficult technical/policy issues instead of blabbing.
Comment 6: I missed the focus group for staff that had changed jobs through the 1-2-3 process
and wanted to make sure my comments were heard on that aspect of the reorg. Comments:
1) The 1-2-3 selection process was an excellent opportunity for me and one of the best career
opportunities that I've had since I joined EPA.
2) The 1-2-3 process, or some form of it, should be offered routinely (every 2-3 years?), probably
on a smaller scale, for other employees.
3) This is an attractive opportunity/benefit for employees particularly given the shrinking
advancement opportunities (managerial and grade) available at this time.
4) Need to exercise care that: a) the unit losing the person is able to deal with the loss and b) the
receiving group is willing to invest time and energy to train and incorporate the new person.
5) I believe this process will benefit the region in the long-run but there is a cost in the short-term
with loss of efficiency that goes along with job switches.
I could elaborate on these points but I mainly wanted to share my personal perspective that the
job change opportunities of the reorg have been very good for me and it has been an exciting year.
Thanks for soliciting our comments.
Comment 7: This message is specifically in regard to the Office of Air Quality. I am part of an
OAQ XXXXX team and have talked to many of the staff in regard to my comments that follow.
I do not have any personal grudges against OAQ management, as I personally like all three. I
realize that they are trying to do their best with the cards they were dealt, but feel that they have
not managed to the level needed over the past year.
-------
The geographic focus (i.e., dividing up based on state boundaries) may work at the manager level,
but at the staff level does not seem to me to be working as efficiently as our previous
program-based organization. My reasons for reaching this conclusion: a) Staff working in similar
programs are now isolated from each other which leads to reduced interaction and coordination,
and duplicity of work (i.e., less teamwork!); b) staff is aware but it seems management is not
aware or is not concerned that OAQ does not have nearly enough staff to cover all program areas
in both units - most staff believe that true geographic alignment will never become a reality
(harder to get staff buy-in on management decisions when staff does not believe in structure).
Staff also believes that if we were to see fruition of a geographic-based structure, we would see
the expertise in this office decrease and duplicity of work increase; c) unit managers are
responsible for too many programs areas/subjects that staff believe they may never become
proficient enough to make knowledgeable decisions (this is also a problem that can be directly
attributed to the 1:11 ratio decision made by Gore); d) team leaders are not empowered to make
employee work assignment decisions, nor does management regularly attend team meetings to
make these decisions for them (therefore meetings are not as productive and issues are left
hanging); e) Unit meeting are now unproductive because staff are generally not interested in
discussions that do not pertain to their program area, nor is the needed staff in attendance to
"brainstorm" issues/problems to come up with a game plan/resolution.
OAQ management has compounded the problems we are facing by: a) failing to make any
proactive decisions about priorities and disinvestments over the past year (they have in fact made
non-proactive decisions by not acting in this regard); b) failure to place enough trust in their
employees to make important program decisions when they do not have the full knowledge to
make these decisions themselves; c) failure to provide adequate training to new employees (i.e.,
new folks were basically left to swim for themselves); d) failure to address the loss of knowledge
and experience in certain program areas due to the loss of valued employees (the reasons why
these employees left is directly related to the change in management and organization of the
office); e) failure to listen to the overwhelming advice of the staff in determining the
organizational structure for the office (it is common understanding in OAQ that management had
already pre-determined to go to a geographic structure prior to consulting with the staff); f)
failure to empower team leaders to make decisions that they are more intimately familiar with.
What he now have is an office where the employees are physically separated from there peers,
have no sense of direction, do not know the importance of their work as it relates to other
program areas or Office priorities, and do not generally trust management nor believe
management trusts them.
If I were RA for a day I would lay everything on the table and allow staff and management to
decide the proper direction and structure for OAQ. Management has continually stated that we
have the knowledge and they don't, so why do they not let us use it? We need to develop
priorities goals, disinvest, provide training to all employees on the history of the CAA and where
we are headed, empower the team leaders, reduce the number of program areas unit managers are
responsible for (allowing them more time to macro-manage), and rebuild the teams (physically
and structurally).
-------
Thanks for allowing me the opportunity to comment on the reorganization.
Comment 8: Just some good strokes.... This is the best questionnaire I've seen come across the
LAN. I'll be curious to see the results. The only weak point might be that the questions regarding
personal performance are worded in a way that make it unlikely that you will find much in the
nature of introspective criticism but that is always a tough one to get a handle on.
Comment 9: My comment on the Region 10 reorganization relates to its impact on the Regional
Radiation Program. In the Region 10 reorganization, priority was given to "crosscutting"
programs which operate across traditional organizational boundaries. The Radiation Program is a
good example of such a program, but it is also a small program that did not get specific attention
during the reorganization.
My recommendation is that additional radiation technical focus and support be provided in
Superfund as part of the "mid-course assessment of the reorganization".
The DOE sites at INEL and Hanford comprise multi billion dollar cleanup efforts, largely driven
by radiation risk issues, and involving a dozen or more RPMs. It makes sense that this is an area
in Region 10 where significant health physics support should be needed. In the past, however,
Superfund in Region 10 had no substantial health physics support for the INEL and Hanford
teams, either internally or from contract support. OEA does not have the technical staff to support
this need.
Historically, the Radiation Program in Region 10 has operated out of the Air Division. The level
of radiation support provided by Air to Superfund DOE cleanups has, however, been minor.
During the reorganization, one of the health physics staff in Air moved to Superfund and is now
assigned as an RPM on the INEL team. The opportunity now exists to focus the kind of radiation
technical support for DOE cleanups that has not been previously provided.
A health physicist assigned to work with the RPMs at both INEL and Hanford would be able to
provide technical support now lacking and also to integrate and coordinate issues across these
teams in a way that is not now possible. Consistent with the crosscutting nature of this function, it
should matrix between the Hanford and INEL cleanup organizations.
This recommendation is consistent with the ODT/Reorg initiatives, and the objective of bridging
organizational barriers and integrating functions across the Region.
The additional attention and support recommended is needed to enhance the effectiveness of the
agency in meeting the organizational change goals. In particular it addresses the reorganization
Key Focus Area: "Ensure effective scientific and technical communication and coordination and
to promote scientific excellence".
U-7
-------
Comment 10: I know there has been a lot of discussion regarding the Office of Innovation. I
have not had much interaction with OI so I don't have any basis for comments about 01 in
general but there is one aspect of it about which I have very strong feelings. I would like to
acknowledge and support wholeheartedly the work that the teaming cadre is doing. It is vitally
important to have access to their expertise in these times of expanding meetings to include many
different "partners" and gaining consensus, resolution on issues. Whereas I can go to training and
get a rudimentary knowledge of meeting skills, these folks live and breathe it and are providing a
very necessary resource to the region. Please keep them!!!
-------
-------
Please Note:
1. We have not reported the term "no comment" as it cannot be interpreted. This explains the gaps in comment numbering.
2. Unfortunately, the database used in the LAN survey did not function as hoped. In cases where the comments exceeded the
allotted space, a break occurs; the remainder of the comment appears elsewhere. Because it would have been extremely
difficult and time consuming to link truncates, OCAT decided to leave the breaks as they appear.
3. In the survey, comment space was provided after a block of six questions. Respondents were asked to link their comments
to the related question. Few people did this. In order to understand the context, all the comments appear after the relevant
six questions.
4. In cases where comments were mean-spirited, non-constructive, or hurtful, nine names of individuals and/or offices have
been removed. Following symbol "©" indicates redaction. However, to insure that the subject of the comments are aware of
how they are viewed, the named will receive unedited comments made about them.
Following are comments to questions 1-6:
1. What program do you work for?
2. Where do you work?
3.What is your position at Region 10?
4. I can describe Region 10's Values, Vision, and Mission Statements.
5. I can describe Region 10's "Strategic Directions."
6. I can describe Region 10's Leadership Philosophy.
1 You may be spending a great deal of time advertizing the vision statement and philosophy but I can't tie it to my job.
2.1 was recently hired and am not familiar with EPA "strategic direction"... yet.
3 I know Vision, Mission, etc is on the walls but I could not quote or describe it readily.
4 They are very visible and make sense.
-------
5 4 the mission/values etc seem best, coupled w/program work. Wish there was a similar set of high goals for general/office/admin work ethic towards which all
employees would strive
6 Comments to all questions above: I can generalize these but would not be able to explain them fully to another individual or group without further study.
7 The Region 10 Mission seeks to improve the quality of life and environmental conditions in the Pacific Northwest through balanced regulation and developing
partnerships with communities.
84.1 can describe them but do not believe they are valid. Without a measurement method and a commitment to accountability they are objectives one can always
claim as meeting.
91.1 can describe them in a general way, perhaps not ail-inclusively. This is largely because of the signage which used to be in the hallways.
10 i am new
11 5 -1 saw and understood the strategic directions for last fiscal year but am waiting to see what changes there might be for FY97 (believe it was stated that there
would be something coming in November).
12 i have an idea of what they are
13 To protect the environment and health of the public
14 The words writtten on the wall hangings were jusl that. Words, i don't believe that anybody except a few people worked on those. It was very verbose and maybe
too discriptive. KISS - keep it simple stupid!
15 keep it simple
16 seen statements -- describe (impression/meaning) 7?
17 I don't memorise the mission statement or stuff like that. I can tell you I had no problems with the statements.
18 I've completed this survey for OEC. Please do not use these survey results. 11/12/96 new position in OMP
191 think I can describe the values, vision etc. Not word for word and maybe not exactly but certainly the "jist" of it.
201 can roughly describe the previous three questions.
21 Freedom of speech includes the right to express oneself by not speaking or responding.
-------
22 3. EPA needs to provide manager training. We lack leadership. There is a paralysis - we don't know how to move forward.
23 4,5 &6: I haven't got any of these memorized-when asked I look them up to refresh my memory.
24 4,5,6... Don't ask me to describe these things verbatim. I get the jist, but feel your four point opening statement on page 1 of this survey is much more to the point
and could be substituted for most of the verbage that nobody reads.
25 What I DO know about the leadership philosophy is that it's much different when practiced than what I've seen in written form; and not in a good way!
271 suppose I have a feeling for all 3 but wouldn't assume to describe them accurately. I know were to find them and that is a good thing.
28 How about sending this out on the LAN for us to read again. I don't remember this stuff, so a refresher would help.
29 I have seen only one posting of the vision and mission for the region. There is no OAQ mission
30 Management doesn't seem to discuss goals or vision
31 I can describe portions of it; I don't have the entire text on the tip of my tongue, but certain portions of them have "stuck" with me.
325 I can only describe this in very general terms
33 None of these seem like very good questions to me. Certainly I have an idea or impression of the region 10 vision and strategy. Can I quote something? NO
34 Re: 4 Values, Vision, Mission - We put enormous staff hours into development - yet we seem to move in opposite direction from these.
35 the RIO values, mission statement, etc. are meaningless dribble that does not direct the actions of my managers and, therefore, is not relevant to my job.
36 The Mission Statement is not specific enough to retain in memory
371 can describe it. Not sure if I agree with it or if I agree that people follow it.
38 4/51 can read the vision and mission statements on the wall, however I cannot see those same ideas in practice.
391 believe that the mission, vision, and values statements for the region are so broad that they do not provide helpful guidance for employees to focus their efforts and
work. (4)
40 Of course I can, in general, talk about the vision, mission and philosophy of the organization. But I have not realy seen very little actual practice of these principles
... quite a lot of talk but very little actual practice and very
-------
41 Never been made clear.
42 Should be simplified and made more practical. Act local, think global. Should focus on bringing people together.
43 There seems to be nothing on preserving, enhancing and valuing EPA as an institution for custodianship of the
44 Our Mission is to protect, restore and sustain the environment of the Pacific Northwest
45 On paper, the ne Vision/etc, are fairly nice. It will take quite some time to "implement" these. Management examples suggest we are still under the old
non-paradigm.
46 Concepts are simple and good. But they are just words. Unfortunately, few in our "corporate culture" know how to actually implement them.
47 1. I work for the Ops office director in different programs.
481 am a support person
49 #5 - Explanation is not clear to me.
-<
jL 50 Values, Vision, and Mission Statements, I can locate a copy of these statements in the Office. But, I would not know how to describe them. It seems like these
statements are constantly changing, by additions, deletions, etc.
511 am a fairly new employee in an office which is going through major personnel transitions (new director, etc.)
521 am on special assignment to the Alaska Operations Office from EPA HQ. Unfortunately the Region does not seem particularly interested in my work on cbep
and ecological risk assessment
53 As a SEE employee w/ the AmeriCorps program, I have not been involved with the normal everyday EPA operation.
54 Leadership is lacking clarity: it is given to everyone yet nobobody really has it.
55 4. My information comes only from e-mail messages.
56 found the Mission Statement hi the 3/95 Coloring Outside the Lines Book, unable to quickly locate other components
58 1. you are biasing your results toward programmatic answers; I work for more than one program in more than one office, the amount of time spent varies from
time to time as needed, you should have a question(s) that will inform you of how
59 To protect the environment in the most cost effective way To achieve sustainability in all areas where conflict exist To achieve compliance with CFR's in the
-------
shortest practicable time
60 4-6. In order to remember these statements in the long run, they should be short or we need to have them on a card on our desk to look at every day.
61 It seemed like a test.
62 While the purpose of coming up with a goals, vision statement, etc. may have thought to have been useful, they miised the goal by: being too long and trying to
capture everything for everyone - while simultaneoulsy becoming forgettable.
63 I believe the reorganization had the hidden agenda to protect and promote certain select individuals while placing some previous supervisors in questionable
holding positions.
64 #4 I am unable to recite the Values, mission and such but might be able to roughly discuss these. I am not certain that it is important that anyone should be able
to read them back.
65 #4,5,6:1 can't recite them but I know basically what concepts we are driving for, know where they're posted.
66 because I am not sufficiently interested in "mission statements", I haven't bothered to familiarize myself with their contents.
67 Read it. Don't see it happening. Must not have understood.
68 Why do you ask such questions? Being able to "describe" artificial "Dilbert concepfthings like this has nothing to do with protecting the environment. It doesn't.
69 Goals: First off I don't believe that these were the goals behind the need for reorganization nor were they bought into by the staff. While we may have achieved
the 1:11 management to staff ratio, we did it with blue smoke and mirrors.
70 Values....! think the values of the Region are correct, and hopefully will help the Region and the Agency re-invent itself.
71 I can't describe the mission statement because it is a befuddled thing with half baked ideas that have nothing to do with the historical mission of EPA.
72 #4 Last time I saw one it was tilted on the wall next to the elevator. Even though it is gone now - It will always be tilted.
73 4: Each Office developed a Mission Statement too, and it's important to be familiar with these. Also, it would be a good idea to put the framed Regional vision
etc. back in the hallways on each floor.
74 too much gobablygook in the written up documents on the mission/vision statements - use plain understandable terms that staff and the public might start to
believe is credible.
75 4.Too much effort (resources) is being put into the outreach part of our mission. We are spreading ourselves too thinly.
-------
76 Too much attention is paid to "philosophies" and "statements." It all becomes rhetoric after awhile.
771.1 cannot respond to this Q, as there is no correct choice. I am technical/prof staff and report directly to the ops office director.
79 6.1 do not agree with whatever Reg 10's leadership pilosophy is. There is no real leadership @ EPA which is one of EPA's major problems. Strong & effective
leadership can occur w/o micro mngmnt.
80 4,5,6 I'm pretty new to RIO and the strategic directions, mission statement, etc. were not given/explained to me. Maybe new people could be given some
coaching on this.
81 4, 5, and 6 - can describe parts of each, but probably can't describe completely except for #5
821 don't think it's reasonable to expect everyone to be able to 'quote the mission statement'. However I would hope that everyone could in general know what EPA
is about.
83 It is unfortunate, I to say no. I have read the Vision Mission statements some time ago and failed to put them to memory. Generally, I believe they say leadership
is with the staff and problems should be solved with teams when possible.
841 would like to see our philosophical guidance (V.MJ, and strategic direction be more associated with product rather than process. I realize that the organization
needs process guidance to provide focus. However, it does not refer to the
85 Although I cannot recite from memory each of the predeeding verbatim, I feel sure I can retrieve them from the LAN or ask somebody for them.
86 I've been too busy at work to follow the various activities for organizational change and have been uninterested in issues such as vision statement or strategic
direction which don't seem to have any effect on my workload.
87 You stated this survey was confidential. Then you tried to identify us through orgaizational affiliation. Credibility ?
881 work for both the Office of Water and Office of Ecosystems, ie work for Water Programs
891 can desribe what I see as my interpretation, but I can't and won't describe the strict dogma.
92 Having this framed by the elevators helped.
93 while I know the general ideas, I haven't committed any of this stuff to memory, and I don't plan to -- applie to all 3 ?s
94 #6. There are some bad managers who are leaders in Region 10. They affect their staffs morale. The RA shall find out who they are and not make them
supervisors anymore. These people are NOT in my Office.
-------
95 These items (4,5,6) are just words. I've read each one. Sounds good. Whatever. I know enough about the leadership philosophy to suggest that it might be
helpful if it were read aloud at the beginning of each exec team meeting.
96 vision statement is clear and concise
97 The statement is well publicized but too long - most of us can't remember more than 3 main ideas.
98 The statements are wordy, generalized
99 For questions 1 -3, they are fine for what they are, but have not been tranlsated down to an office, unit, or personal level. Therefore, they still seem rather vague.
100 The mision and values are well writen and inclusive. We need a short slogan that captures these values
102 If I were graded on my ability to describe vision, mission, etc., I would receive a D.
103 I would have to review these the policy documents issued on the above to adequately describe them. I don't have them memorized.
104 Since I've only been here for eight days and have been quite busy learning various data base systems, etc. I'd be hard pressed to "describe" the mission, strategies
and philosophies at this point.
105 The values, vision and mission statement have no relevance to my position.
106 i underderstand the basic idea behind region 10's values, mission, vision, however there is some things i am not quite clear on
107 q5: used to know them --e.g., wholesale/retail, are they still in effect? did core process replace them?
1081 think I know the general content of these, but certainly can't tell you the differences between each of these documents
109 too much significance is given to this wording. The vision staement stands on its own. The mission statement is too long, not easily remembered. It should be
amended to be the narrative behing the vision.
110 4-6 - They can all be described as trendy, meaningless platitudes with all the depth of Hallmark cards, and a waste of valuable Agency time and resources.
1115. The strategic directions have not been communicated. It would be very helpful to know what they are and how they are being used.
112 when we highlight personnel, we should describe the qualities from the vision, leadership phil, etc that make them worth highlighting. Especially because the
vision etc has so much in it, it would be good to identify it again and again so
113 Understand the general thrust of it, but the extent of it makes it hard to retain specific elements
-------
114 Seems like main effort was to get values, mission, etc. were posted on walls. I'm not aware of any region-wide or major effort to keep the focus. We seem to be
dragging our feet on bringing about real cultural change.
1161 havent memorized the region's mission, vision and values
117 the values, vision, mission is way, way to long and clarity gets lost in all the words.
1181 cannot provide answers because the vision and mission statements are too long.
119 We are inundated with information about reorganization and philosophies. Sometimes feels like more time is put into issuing statements than working on the
mission.
121 No where do the goals and mission statements just reflect the mandate of EPA: regulate and enforce environmental laws passed by Congress.
122 1 through 3 - The Mission Statement, "Strategic Directions" and Leadership Philosophy are esoteric.
123 Haven't been here long enough to know.
1241 have read them once or twice, but not thoroughly enough to describe them
125 6: Current leadership philosophy appears to be "I got mine" and if you don't like what you see, tough
126 I generally know what the vision, mission and values are but I can't give you what the details of the posters in the hall are.
127 While I can describe the blather, I don't believe them
128 Describing, understanding and agreeing with the vision statement, strategic direction and leadership philosophy are three entirely different propositions. While I
can describe and understand each of them, I do not necessarily agree that
129 While I have my own general understanding of the Region's goals, missions, and values, it would be inappropriate to say that I can articulate the "official"
management philosophy or mission statement.
130 4 -1 like having the mission (so elegantly displayed) in the elevator lobby-it's a good way to kill elevator waiting time, and it DOES inspire.
1314-1 think familiarity is sufficient, especially since this is posted in the halls. Describing implies memorization.
1321. Generally I understand the gist, but I would have a hard time describing the specifics to anyone
133 I don't live and breath this, in my day to day work...but I believe that I am working to meet the goals...I believe that is what is needed to do a good job, whether
-------
there is a mission statement or not
134 5,6,7: Hey, I can't pass an exam where I repeat them word for word -- no one could, but I feel I have a good sense of what they are.
1354 The trick is to make people see the relevance of these to their work. It's got to be more than words on the wall.
136 6 -1 disagree that leadership philosophy has been clearly defined and/or understandable.
137 l)The mission/vision/leadership philosophy has yet not been boiled down to a succinct "charge" that can become part of our daily communication-a one or two
sentence capsule. Two pages of text is too wordy-it shouldn't be replaced, but.
1384. I can sort of describe these things but not word for word
139 #6 I believe it made a statement that we are all leaders. Ridiculous-make the leaders LEAD and the Indians follow
140 None of the above (vision, strategic directions, nor leadership philosphy of the region are really evident or stressed by managent in ECL
1411 can only describe my interpretation of the reorganization as mass chaos and confusion. No real direction to the working staff.
ca 143 Aware of direction and dedication to clean environment/health safety for population.
144 The 1995 Regional reorganization was well planned and executed
145 1 -1 also work 50% of my time for the Office of Water.
1461 can recognize the mission statement, values, etc. but I haven't memorized them so that I can describe them to someone else.
1471 can't recite all the "vision stuff and use the correct lingo, but some themes are clear: staff empowerment, more efficient decision-making, new management
roles at 1:11 ratio, teamwork, crossing program boundaries, etc.
1481 need to register surprise that the four overriding objectives of the reorg don't mention increased effectiveness in protecting of the environment.
149.1 could "wing it" on the values, vision & mission, and probably score 75-80% on an essay exam. Have experienced memory "drift"... the framed statements by
the elevators are missed as refreshers in these items.
150 4. Well, I don't have them memorized, but yes, in general terms I can describe them
151 1: Six months ago I could. Now it's blurred in with strategic directions and no longer clear.
i
-------
152 First, they were statements, not questions. The Mission Statements provides a laudable framework for EPA goals.
1534 V.V&M statement very good.
1541 can recall value, vision, and mission because it was posted on the walls where I constantly saw it.
155 the values, vision, & mission statements by the elevators are too wordy, too small print, & takes too long to read, need to simplify for rapid understanding &
facilitation of what EPA wants to do.
156 #5 is no because i feel the new leadership (ie directors/managers) in rl 0 are still trying to figure out their role within the new organization, also, direction tend
to change with political wind.
157 6 My description would be very simplistic.
158 Ql, Actually, not in one office: 1/2 Water; 1/2 Ecosystem; and work in Ops Ofc
159 can find printed text somewhere, but can't specifically remember it exactly
1601 think we all have the same basic vision, values and mission or we wouldn't be working for EPA.
j^ 1611 really wasn't here during the re-org, I came on during the implementation phase (I think). Unfortunately, I cannot compare the agency befor the re-org to now.
o
1 Same as above for "leadership philosophy". Also, I don't really agree ALL employees are leaders or can readily be. We need some chiefs and some indians.
2 6. Again I can describe the leadership traits but do not believe they are valid. I have yet to see them modeled by senior individuals. I'd characterize the list as
management by slogan.
3 Regarding the leadership philosophy, while I could come close to quoting it accurately, I cannot say'I folly support it. Nor, do I think it sensible to think it applied
universally.
5 To work in a partnership with other government entities toward the goal of public health
6 keep it simple e.g. a computer on every desk
7 I think I know the basic leadership directions. Again not word for word or exactly.
-------
8 Although I answered yes to questions 1 & 3,1 did so generally speaking. The plaques in the lobbies are much too detailed for most to remember. I don't
remember the strategic directions, and, in my opinion, it doesn't matter.
9 It's too long and too confusing. I made comments before about how we should keep it simple, but it seems we keep slipping back into bureacraticees (
-------
27 #6 - Explanation is not clear to me.
28 Strategic Directions keep changing. It is difficult to keep up with the latest edition. Therefore, I continue with the work we our mandated to do.
291 have not been involved enough to be aware of EPA's vision, mission, direction or philosophy.
30 Strategic Direction: Too many overlapping "strategies."
331 .con't: many people are multi program/office, and how this orientation works and how their answers differ from those who associate withonly one
program/office.
351 believe that certain individuals with strong New Age leanings controled the reorganization for their own purposes without regard for achieving our
Congressionally mandated responsibilitie s.
38 #4, #5, #6 While I know the principles it is not my mantra, nor do I wish to be insulted by having to see it hung on the wall of the office.
39 Vision....The Vision is clear and it helps put the Region closer to what the public in general expects from the Agency; protect human health and the environment.
^ 40 Many of the strategic directions seem to be personal agendas of select staff.
-~- 415 Strategic Directions? We should go where the environmental laws command. Seems we are off on several non-productive paths.
42 Question 5. I know some of them, but I am not convinced that there is an overall coherence. We can all embrace new language but when do we see a real
difference in the environment?
43 management needs to start walking the talk, lots of fluffy statements and "plans", but no real change in how we do things.
44 S.The emphasis on tribes and tribal programs is significantly more than it should be. Resources should be allocated according to significance of the
environmental and human health problems.
46 5.1 do not agree with EPA's strategic directions nor do I agree with the time & effort put into big picture planning stuff. The Agency has lost sight of its mission
to protect the environment. We are not doing the hands on implementation
47 4, 5,61 also haven't taken the time to check into these myself, and this questionaire has inspired me to do just that. Maybe an annual reminder on this would be
helpful.
48 The problem with specific policies/goals/etc, is that the more specific they become the more they change. It's difficult to justify committing these goals/directions
to memory. Especially if it does not directly affect your job.
-------
49 environment with nearly the same focus or deliberation as our process or management focus. In earlier times, we would rally around the environment - we were
fundamentally connected to our mission. Today, process seems to have taken over
51 I have not observed that having a vision statement, strategic direction, or philosphy on paper has changed anything with peoples' work other than it may have been
fun to come up with this stuff.
52 plans should be reviewed frequently during the year to course correct
53 2-1 think I can describe the strategic plan only because I was involved with it for my office. Otherwise, I would not be able to tell you anything about this plan.
54 This is not as accessible to all staff. I know about strategic directions as part of my enforcement work.
55 The statements are more self serving to agency personnel a cathartic to explain why Region X is rearranging the furniture.
56 The effect of the region's stategic directions on ORC is not clear.
57 The strategic directions do not influence my area of responsibili ty.
58 I'm unconvinced that our Strategic Directions are concrete and committed to.
59 q6: can describe the gist in general terms -- we are all leaders and I know some of the principles - accountability for own stuff, can't quote the whole thing
60 We need to spend more time incorporating the strategic direction and core processes into direct program delivery. I was under the assumption that we now had
core processses without strategic directions, and incrporated into core processes
61 that we all know it
63 It is more than posting on walls and every now & then highlighting one person's or groups efforts. Where are the accountability aspects?
68 6 not well articulated in terms of knowing what our "leadership" expects or intends to accomplish with existing resources.
70 6: ET having said they'd be open, use term limits, etc, quickly backed off and acted like Gingrich congress
71 Strategic direction means nothing to me and it hasn't been important so far in my life. I really don't want to get bogged down with words--I know why I'm here
and I know why I do the job I do-let's not make it more complicated.
72 (continued from above) they are practiced as defined. Fundamental differences exist for me between my own interpretatio n of the stated mission/vision, the
regional strategic directions and the leadership philosophy and managers, the DRA
-------
74 2. Since the initial throes of reorging last Sept/Oct, I have never heard this term mentioned in my office, nor have I heard that very serious conversations are
occuring elsewhere
75 Whenever I hear discussions about this my eyes glaze over and so does my brain.
76 5 Need more leadership in implementing strategic directions, Suggest that for geographic initiatives, opportunities for inter-office collaboration need to come
from "above" (identify target areas) as well as below.
77 .. .there shoud be a phrase to capture it that are given life by managements constant use. (end of comment 1)
79 Have general sense
80 (comment #1 cont) The statement sounds like the Communist Manifesto.
82 Admire negotiation skills and ability to bring together different entities involved.
83 Regional philosophy and vision statements are readilly available
84 I'd probably recognize them, but I can't recite them.
851 tend to focus in on my area of work and think in a constellatio n of my own subjective sense of strategic direction (as well as values, vision, and mission). This
doesn't leave many bytes for RIO's strategic direction (-of-the-year).
87 Our new directions rely more on individual efforts (empowerment) to take initiative/risks to better serve the public.
88 5 Strategic Direction also good.
89 strategic directions are such long & complex documents, unless your are directly involved, its hard to graps & explain
91 can find printed version somewhere, but can't specifically restate it
92 These statements don't necessarily get the work done.
93 Unless I missed it (because I'm fairly new), I haven't had much exposure to the agencies mission statements, valus, visions, and strategic directions. I have seen
the leadership philosophies, but am not sure what they've been in the past,
1 Region 10's leadership philosophy is primarily based on the concept of leading by example in decision making, community contact and role modeling for staff.
2 Re. above: Just as not all is black or white, there are a range of colors. There are also a range of people, aptitudes, strengths, and capabilities. These need to be
-------
tapped, not homogenized.
4 To empower emplyees to act as leaders and to use inovative ideas about how to accomplish the mission
5 keep it simple
6 read yes — seen in action (sometimes)
71 think I know the philosophy though I couldn't recite it word for word and might not get it exactly right.
8 same as above. We have fragmented. We don't speak as one voice anymore.
10 Leadership philosophy was advertised during the recruiting of Unit managers, but I have seen little of these qualities in our managers.
11 MANAGMENT DOESN'T MODEL THE LEADERSHIP GOALS OF THE REGION
12 Again, I retain the concept that we are all leaders and have a responsibility to lead within our own spheres of influence. I don't remember the specifics, and would
need to re-read the Leadership philosophy.
13 This is a joke. There is no leadership at mgt level. Mgt. redefined empowerment to mean an abdication on management's part of any decision making.. Mgt.
incapable of making tough decision and sticking with them.
151 am not certain I could express my understanding of the leadership philosophy, it seems unclear to me.
161 have not seen much change in our positional leaders in response to the leadership philosophy. I have seen many staff pushed to the limit to fill in the gaps and
keep programs up and running in many vacuums. (6)
17 prioratization "systems" have worked... looks like the same old way to me.
18 Should be simplified and made more practical/act local, think global. Should focus on bringing people together.
19 Everyone is a leader
20 Our leadership "philosophy" is fine on paper. In actual implementation, I still see the same old stovepipes and self-absorbed program-specific narrowness in our
managers. The examples provided illustrate little has changed.
21 5. I have a "sense" of our strategic direction, but in no way have I seen it promoted.
22 The rest is administrative type work
-------
23 I can mostly identify with the Tribal Program and AmeriCorps programs and their missions.
25 AT THE BEGINNING you should tell everyone how you are going to keep answers confidential; just saying so doesn't make it so.
26 To provide one supervisor for each 11 employees and delegate sub- roles dependent on employees area of expertise
271 believe that the reduction in middle management could have been accomplished within the previous Regional structure while retaining more of the previous
supervisors in their positions (if deemed acceptable). And, we could have done more.
29 Same ole. same ole. Don't trust or believe the rhetoric. Same bickering. Same peck order. Same undercutting.
30 Mission Statement: The reorganization helped to re-focus the region in addressing core issues that are important to the Agency and the Region.
3 i The leadership philosphy seems to be one of benign neglect.
32 6 Leadership Philosophy -- Not very apparent. Looks like there are lots of "leaders". Not sure if they would see their flock though if they they turned their head
ISOdeg.
33 Question 6. I am not sure it would make any difference. I see this as a moving target. For example, I fully expect to see the criteria for promotions to change
from year to year with good intentions abounding but little stability
341 do not feel enthusiastic or charged up by anything the management team has come up with ~ I am more pessamistic than before and have resorted to creating my
own personal mission/visi on for job satisfaction.
35 Managers who don't know/understand pur programs is our biggest problem. 6. They can't lead (take initiative/direct/allocate resources) at all if they don't know
the program, and if they are just people managers. Leadership, not empowerment.
37 5.(cont) work we should be doing. We should be working with the states as environ, implementation partners & we should step back & evaluate where all this
big picture strategizing is really getting us.
38 as our focus. While important, it should not be as important as an environmental vision, mission and strategic direction.
40 can describe what I see but don't recall the leaders verbalizing their philosophies
42 leadership by supervisors is very poor
43 Lacks all specific goals
44 The leadership philosophy has no impact on my day to day interactions.
-------
45 People aren't really following the steps. There seem to be haves and have nots.
481 don't have a clue about the region's leadership philosophy
53 (continued from above) and the RA.
55 45. They are still primarily words on a wall. Now one is recognized for these attributes regularly/publicaly. How about a "staff of the month" and then pick the
BEST staff at the end of the year for the annual award.
57 6 Use of leadership principles should be emphasized in performance reviews. Are all managers intending to do this?
58 6. I'm much vaguer on leadership philosophy but could probably come up with something reasonable
59 Have general sense
61 I think it has to do with all of us being leaders, so maybe I'm closer to a yes on this one.
•*^, 62 RIO's Lead. Phil, is a high ideal which many managers & directors do not understand or support. Phil Millam recently decided that only GS-13's could serve as
' acting managers... without any participation by the affected. Most hate it!
63 3: I said yes, but that's a qualified, optimistic yes. I would rather answer "sort of."
64 All of us need to make more of an effort to use common sense when implementing the various regulations.
65 6 Leadership Philosophy is excellent.
66 It would be difficult to describe what Region 10's management philosophy is because it is applied inconsistently in different areas
Following are comments to questions 7-13:
7. Region 10 Senior Executives and Unit Managers "walk the talk"
as related to the Region's stated values, vision, and mission.
8.1 know who my stakeholders/customers are.
9.1 know what stakeholders/customers want from Region 10, in general.
10. In Region 10 we work as an integrated team to best serve our stakeholder
11.1 get the training and resources needed to carry out my work
most effectively.
12. Region 10's management serves as role models and lead
-------
by example.
13. There is an organizational climate within Region 10 that
encourages risk taking.
1 13. Take risks - but you better not make any mistakes!
2 Staff which organize to accomplish can be of great value but the organization is region 10, Exec. Team does not value those that organize vs. scientists. OMP has
many of these positions..
3 In the same vein, they don't understand how important this training is to our stakeholds and what an integral role Region 10 has played in the past in providing that
training.
411. There is not enough in training dollars or travel dollars to provide the training necessary - we always run short.
5 The managers are role models in the highly visible sense. We do not always see that in the decisions that are finally arrived at.
6 We are encouraged to streamline.
7 They have actually been a detriment in providing good contracting support because of their lack of technical skills and accountability. We were structured as a self
directed team by management ignorant of the structure and unwilling/unable
812. Management could generally be better, or more consistent. I would be more comfortable if I felt they all read from the same sheet.
9 10 (con't) where grants staff should have been included.
109. I am fairly new in my position and still learning what my customers want from Region 10.
11 #12 - Role models is not the word I would use. Confused, disoriented, and lacking a basic understanding of the CAA might be more accurate. "Empowerment" is
no longer even entertained as an idea.
12 Additional training of course would be nice. However, with a limited budget you do what you can. This does not negate the need to find other ways to support
staff growth. Positions within EPA are dead-end.
1311: My particular assignment requires regular travel. In FY96 that was a continuing problem. I expect it to also be a problem in FY97. Training resources have
not been an issue yet. Remote site technical conferences will be tough.
14 12 The ET seems focused on the "big picture" while not meeting the needs of unit managers and staff on the front lines. Unit mgrs. in particular have been put in
a sink or swim position. The ET needs to focus more on their own offices.
-------
15 Though I work on other projects when asked of my co-workers, I feel like I do not get reciprocation when I ask help of them. Everyone's too busy to help out! I
guess I'm one of the few who places a high priority on helping others.
17 These are too general to be of personal use and do not provide me with any motivation
18 #10 continued-we were not included. We were not cc'd. Why? Are the liaisons sooo up to date on the issues that they don't need to consult with the programs?
Apparently so.
19 One way to make sure our goals are aligned is to make sure we agree on the PROBLEM -1 feel that everyone has a different opinion about what the problem is.
20 12 ® has a poor set of managers, arrogranl, stubborn and don't listen and get imbedded in details or not engaged at all.
2113 because they have zero expertise, they dont know how to make decisions and often don't trust staff judgement
22 Training: I get training and probably more so than I would in other agencies. Nonetheless, we are so short staffed, there's very little time to "take it."
23 9. State stakeholders are very reluctant to "open up." In the past to do so has only brought trouble. This makes needs difficult to ascertain, much less meet needs.
t 24 10. We are working on it, but need more time to make this a reality.
-^ 25 11. FTE limited severely and almost no contracts
26 We can't be all things to all people. The public no longer understands what we do and neither for the most part do our sister agencies. Staff can't get the
resources they need to do their jobs because we're wasting money on fluff issues.
27 11. I get the training I need because I'm good at independent study. Those who need more formal help, don't get adequate training. More importantly, I do NOT
get the resources I need to do my job.
281 feel that empowerment and risk taking is limited to a few. Others I see are " intimidated" by some management person and thereby hampered in their ability to
do as much as they would otherwise be able.
29 When I have taken "risks", acting for supervisors and staff who were gone, I have often been taken to task for not doing it the way they would have or not getting
the "right answer", in spite of my best efforts. Very demoralizing! (13)
30 Risk taking isn't so much discouraged as it is often made irrelevent... management seems to say something like "go ahead and try something new ... if YOU
succeed I'll jump on the bandwagon, if YOU fail we will move on to something
31 identify, frame and solve the issues. Furthermore, the executive team needs to focus less on planning and organizational issues and truly work as a team to
identify, frame and lead on the substantive environmental problems.
-------
32 Much talk about team work, yet the organization appears to consist of individuals frequently isolated from each other. No correct way available to cut through
poor situations where there is poor communication. Much emphasis on correctnes
33 Management role models should be technical leaders as well to have credibility, not facillitators.
3413. My unit manager supports risk-taking, but I'm not convinced the executive managers do so.
35 13 - the current situation in the Office of Air Quality discourages risk taking and innovation because of new managers, new staff, and an organizational structure
which discourages teamwork and communications.
36 Resources are inadequate to do the program work. Not enough travel for Ops office people!
37 10. We still run programs—not solve problems. "Watersheds" has just become another program, rather than an integrating force. TMDLs, NFS, Wetlands,
NPDES, effluent trading, etc—great potential but still very little integration.
38 some managers are good role models, others may not be. Risk talcing still seems to be a two sided coin, e.g., the message is go ahead and take risks if it won't
create conflict or controversy (some programs are inherently controversial)
3911. Resources are improving for Ops office, but not enough to make us effective as a few changes would enable us to be; e.g. in-house computer support and a
fully supported admin, office.
40 Leaders as role models: Yes, we need them; we should have a strong leader at the helm. Climate seems to neutralize everyone, which has it's pros & cons.
41 13con't. and knowing that you won't suffer too badly for your actions. The management scheme in place results in a total lack of security regarding who in the
future will be in a position to determine your promotions, assignments, etc. SO
.421 can't say much about management. Not much happens until lots of noise is generated about an issue. Perhaps if we can ever get to the point of having teams we
will have better communicatio n with management.
43 that are equally or more significantly not bebg accounted for. Who knows? Certainly not from this survey. Try not to make the mistake of interpreting the survey
to justify or explain results that are not due to the reorg.
44 If Congress wanted to justify reductions in EPA staffing they would likely question the Office for "Instigation" located at the regional level.
45 #11: I don't believe the Region is investing nearly enough in aquiring environmental data to understand how effective wer are in achieving our environmental
goals.
46 9. We have exchanged the laws of the U.S. for regional goals. Thorough inspectors holding to the law are chastized or branded as zealots. States and industry
can't adjust to the inconsistenc y.
-------
47 # 12 There is less real leadership today than in the past. Is it a result of the reorganiztion or new management?
48 11 -1 disagree because it's often difficult or impossible to get the training I need.
49 The Teaming effort across Program Offices was very helpfiil in addressing issues important to Stakeholders
50 12.1 disagree because I do not see much active and personal involvement between leadership in this region and staff. Leadership seems to be some sort of clique.
51 12. I think so far managers are making a good effort at role modeling.
52 9 The public wants the envir to be protected and the black hats to get their due. Not enough protection goin on. If they knew the manhours wasted in the
reorganization and this questionnaire ~ they'd barf
54 11: Staff resources (FTE) continue to betight in some technical areas.
55 11 The Region is lacking in resources to do risk assessments, including in house work and addressing concerns of the public. I am always overloaded with work
and spend a lot of my own time at home trying to catch up.
56 Need more common goals and cooperation between offices
57 We are giving everything away to the states/locals. We don't play any sort of oversight role anymore. We have become irrelevant. We are largely political rather
than principled. We waste resources on unimportant tasks
59 doing staff work themselves which definitely pulls them away from the mngmnt work they need to be doing.
61 10 - this also varies dramatically; some team efforts have made great strides, others are floundering, and other programs still try to work independently
62 We'll never get the resources needed. That's not Region X management's fault.
6311. Although we have plenty of resources, we lack in getting some of the specialized training that is needed to perform our jobs efficiently.
64 12 There is such an emphasis on process that EPA Region 10 employees have lost their inspiration about protecting the environment. We need to be inspired I
haven't come out of many all staff meetings feeling great about working for EPA.
651 think that when the reorganization activities started and completed, managers in the regional office became more concerned with keeping their jobs and pay
status than any philosophy.
66 Stakeholders, customers, etc. mean absolutely nothing to me in the setting of the federal government.
-------
67 12-Baloney. Above unit manager level seem mostly focused on agency navel contemplation. Little understanding or demonstrated interest in whether we're
doing anything positive for environment. Satisfied with shallow "initiatives".
68 # 11 training is ok; mainly need more resources in the air program.
69 After most travel money was given on a first come basis or to the loudest whiner, then managers made priorities that was not equitable and did not let recieve
team leader input.
70 we are getting better at multi-media approaches but far from there because of the complexities
71 #10. I'm on the fence because we still see most of our stakeholders from a single program point of view. I have seen more coordination between offices but we
have a way to go and barriers like program accountability and directed funding.
72 Risk taking is still not being rewarded. It has not been communicated to the region's staff that wise risk taking is not only OK, but an expected part of
performance. People who take wise risks should be rewarded.
73 Region X is so dominated by "Headquarters" that risk taking is not a consideration.
74 12. Strongly disagree because many in mgmt show no backbone in dealing with states and do not support staff. Impression is that whatever states want, states
«<, get. Therefore staff does not respect management and states don't respect agency
2j 75 13. I agree in general, but management's view of risk taking is compromising, not holding a strong position in the interest of the environment. There needs to be
23 a broader view of what taking a risk means.
76 9-It doesn't matter what a group of "stakeholders" wants if it is inconsistent with the Agency's delegated responsibilities.
77 13. People are taking risks, because they don't have a choice (decisions need to be made and it can be difficult to find who's responsible), but I'm not sure that
risk-taking is actually encouraged.
78 9. can't answer because for us our main stakeholder is region 10
79 12. i see ET members (some) taking training - e.g., facilitative leadership. But are is it the same ones demonstrating the change?
80 significant role in this. Like it or not, we as members of society, let alone the workplace, look to leadership to "model the way." I believe many of these
individuals are struggling themselves to figure out what is exactly expected of
81 #7, # 12-Some do more than others. Also depends on the situation.
82 11. Training is excellent. Resources are insufficient. We don't have enough people or extramural resources to do everything we can (and should) do.
-------
83 91 think I know what various parties want from RIO, but I don't know which parties you are calling "stakeholders" or "customers".
84 11 - EPA is woefully underfunded, especially enforcement. RCRA administrative enforcement, e.g., is now virtually nonexistent.
85 (cont.)to the regulated community we should be less concerned with "serving" them and more concerned with being more tough on enforcement. The use of all
this lingo is very confusing and rather meaningless. It would help greatly if people
86 12. The RA and DRA appear reluctant to be role models and lead in the way that has been promised. It appears that they know what it might look like but are
somewhat afraid to actually begin to challenge their own behavior and step up.
87 the average American. These are the real stakeholders.
88 11 - insufficient administrative support causes a diversion of my expensive time to lower-grade Junctions
89 This is fine, however, I sometimes ask "What's the value of the Office Director". I don't get the benefit of that person or that position in my decision making
specific to what I lay out for my
91 companies we regulate, but rather the American public and the citizens residing within Region 10, The regulated entities and other governmental and
nongovernmental organizations we deal are the ones I recognize as the stakeholders. Re 11:
92 .. .the computer to get to the next task. Regarding management support of "risk-taking", I believe that the managers in ORC and the Superfund and RCRA
programs do NOT support risk-taking unless the "risk" is in-line with what management...
93 There is apreception that we do not take risks because of political climate, especially last year.
95 Haven't been here long enough to answer.
96 #7,12,13 - Some managers do not have the skills and/or personality type to motivate and encourage employees.
97 9: I believe I know what customers want- but through my efforts, nothing done through Reorg.
98 12 Some of our managers are good role models, but most of the ones I work with are not.
99 11 -1 have worked in two regions, and in my experience, RIO is notoriously cheap when it comes to travel and training.
100 #12. In theory, the most important role of managers should be to provide staff "management" (motivation, coaching etc.). There are some incredibly bad people
managers in ECL. However, despite staff concerns nothing is done.
101 11. I disagree personnally because it is difficult to find classes that would be useful and because I don't feel I can take time from work to do the reading and
-------
classes needed to be more effective.
102 Let's get real!. The reorg covered up more bad things than helped.
103 (continued from above) and talk the talk" that the DRA and RA have decided best suit their way of thinking and style. There is no noticeable risk-taking on the
Executive Team and hence no discourse that would suggest diversity of opinion,
104 10 - We aren't ALWAYS integrated, but I do think we try.
105 #12 Some of the managers are good leaders and some are not...as for role models, I think they are few and far between
106 13: Risk taking varies tremendously within R. 10. It is a function of (1) managerial attitudes (a cautious manager can shut down innovation), (2) staff attitudes
(some staff are amazingly cautious themselves!), (3) organizational culture.
107 12 Hard to generalize about management - some are better than others in leadership -1 think these questions are not phrased correctly.
108 13. Management's style is to avoid controversy, "encourage" compliance, and drag it's feet when faced with recalcitrant, marginal, or noncompliers. Risk taking
is okay, but only if it doesn't lead to controversy.
i 109 12) Mgt are good examples of risk taking. But higher supervisor/staff ratios was to promote more supervision, less program/permit/site work. It's not
S^> happening.
11011. Training and resources have been in short supply, don't you think?
1111 would like to see Chuck Clark assert himself to a much greater degree in reestablishing how the office culture should be redefined.
112 10: Teaming is still a tough sell is some programs or with some individual managers or staff. It is not yet the norm when working across program boundaries.
113 12.1 don't believe that the supervisors and managers have time to serve as role models. The supervisors have too many staff to supervise adequately and the
senior managers seem to be constantly in ET meetings.
114 10. We are doing better as an "integrated team" but we still have a long ways to go.... we are still very media focused, which does not lend itself well to
"integration."
115 Although taking risks is an available option, there are no incentives to do so, and little positive reinforcement. If a staffer sticks her/his neck out and the outcome
is not entirely positive, managers rarely stand by decision made.
117 11: I'm assuming this will improve with a passed budget.
-------
11810. I think that there has been some positive increase in teaming efforts between offices, but within the office, I have Not seen an improvement in getting the job
done quicker, faster, and cheaper.
119 }3 This follows with comments on questions 7 &12. Risk-taking is easier for the staff working with managers that exhibit the values in questions 7 & 12. For
the agency in general, seems like risk-taking has decreased in the last 4 years.
120 11. I am bothered by the message sent about comp time when Phil took over in O W. Don't discourage people from going the extra mile to get out in
communities with a stingy attitude about awarding comp time for travel.
121 We have excellent managers for the most part. Need more of a shared vision of priorities, strategy if we expect staff to take risks and be empowered.
122 Q12: These varies widely between managers. Sally Marquis lead her unit in a protracted, collaborative develop of their unit plan... with strong buy-in. Bob
Robichaud wrote vers. 1 himself, asked staff to flag fatal flaws, & submitted it.
123 13.1've definitely seen improvement - both Chucks are supportive of risk-taking. But, we still seem to frown on mistakes made as part of risk-taking and we don't
push it
124 Regarding working as an integrated team: I am on several and feel we are doing "OK" and improving. Some areas in RIO don't see being part of an integrated
<^ team as relevant when it is, or else it's a low priority to them.
t
^ 125 Question 11: Travel $$ is in chronically short supply. This makes building effective partnerships more difficult.
01
126 #10. We are developing but are not there yet.
127 EPA should be more involved with scientific research, field work and reduce our oversight and paperwork requirements. Too many people still have their own
agenda and some are not truly governmental functions.
128 Some of the managers I would not consider as role models. However, I have a "role model" manager and am damned happy about that. Now, if upper
management would not tempt her to take other positions, life would be fine.
129 #1 - Many decisions appear to be made w/out input from affected parties. Some managers in the region have few interpersonal or managerial skills & do not
have the respect of their staff. I would leave agency rather than work with them.
130 A limited few Managers are in over their heads, some don't even know what the "talk" is.
131 I'm on the fence concerning managers as role models - this may be true at higher levels -1 would not use the unit manger as a role model.
132 for #13, risk taking seem to be encouraged, but if it back fires, cold shoulder/looks are often experienced. This type of experience discourages risk taking - why
take the chance?
-------
1338 Agree for the most part but not so sure of who my stakeholders are in Alaska. 10 I've heard of some teams in the organization but can't seem to get a team
feeling from Tribal Office. Tribal staff seem scattered, remote and disconnected
1341 disagree that we work as teams in the region, at least in my unit, because people don't want to change. They resist doing anything other than what their duties
were before reorg. Unit manager does not truly promote team concept.
135 There is little or no communication between programs especially on important issues like enforcement. We appear foolish and dissconnected to the public
because we can't communicate a united position on issues.
1 Please don't tell me that positions are passed out to those organizations who perform vs those that can't. We constantly reward organizations who don't get the
work done.
2 Risk taking is encouraged in many units. Effective managers are not always available. The manager corps is highly capable, but not always effective in
interpersonal relationships. Many are not sensitive to employees'needs to develop.
3 We are encouraged to make fast and effective decisions in compliance with our policies.
4 to provide the resources to make the structure work. Management was permitted to waste government resources with impunity.
<1 57. Still too much talking the talk or, rather, talking somewhere else where few of us have the chance to hear. Is there enough discussion, communication,
4 conversation?
^" 610.1 disagree with the interpretation that we work as integrated teams. Especially with the Tribal issues. I see individual ownerships when there are issues on
Tribal lands. The Tribal prgrm needs to know how/ what issues are active.
7 #13 - Risk Taking is done, but it seems to be done with no coordinated plan and in violation of the CAA often.
8 Find ways to encourage and support staff- more frequently that once a year reviews - this is especially important when money is limited for promotions.
913:1 have yet to see this region reward professionals or leaders who lake real risks. Rather than promote them, they seem to get shunted aside.
10 Office management does not follow this philosophy and thus it is useless to staff
11 #121 disagree. Some do and some don't. It depends on who they want to smooze in order for them to get ahead. They ignore problems--this is impowerment?
121 recommend that Region 10 needs more direction with SPECIFIC goals (not bean counting), not just theorectical goals. When those goals are made clear (on all
levels) then we will be more integrated and people wont be so territorial.
13 Mgmt is very risk adverse. Too cautious
-------
1413. Risk taking is fine as long as one "succeeds." Otherwise there is much trouble.
1512. They are trying; it's a hard job. They are not always successful, but I can certainly appreciate the effort they're putting into it. 13. Risk taking is not well
supported. I feel this is a notable deficiency within the Region.
1612. overworked; too many direct reports to do coaching, mentoring etc. get into program due to lack of experienced staff. Desire to be role model is here!
17 Can we explain to the public why we spent money on trips to Russia, Poland, etc., but we cant get cars, gear, etc., to get into the field locally when citizens call
and request assistance?
1813. What does risk taking mean? Ignoring the regulations and statutes? then, yes, RIO encourages risk taking. If it means making decisions with best judgment
but less than complete or perfect data then, "no".
19 We are programs smashed together in an Office. Mixed messages & an "I'll know it when I see it" mgmt attitude are normal. Not good role models walking the
talk. B.McAllister is a good model & source of "external" energy. (7) (13)
20 else (emphasis on YOU in the previous sentences mean that managers rarely are supportive unless the staff can make the idea successful first).
21 This is a status driven organization, where the most value is placed on input from those at the top. This is apparent when there are speakers and the audience is
asked for questions. Those picked are usually higher status people.
22 EPA is risk adverse to the extent that everyone is trying to accomodate the latest "in" philosophy from HQ. More....
23 12. RA/DRA good models, but have few followers. Example—we spent year internally "refining" our community-based strategy, rather than developing it in
partnership with communities. Good management wouldn't let that happen.
24 I'd like to see better and clearer articulation of program functional relationships within our new re-organization, then I think we all could be empowered better to
walk our talk (the "talk" may not be explicitly understood to walk it)
25 12. My limited view of the managers is that some are fully commited, and some seem to be awaiting eligibility for the next retirement buy-out - no "middle class."
26 13con't. it discourages risk taking because it could cost me my job, my promotion, my family's well being. Stability in organization allows for risk taking; I'm not
suggesting ossification herejust stability to develop long term relations
27 12. Managers are those who are least likely to be risk takers. They consist of an "elitest club" often referred to as the "brain trust" who don't make waves in the
club instead of supporting their staff.
28 #13 Is it really risk taking or is passing the buck? Are person's being rewarded for taking risks? In that taking risks will result in failure should we be rewarding
failure as well as success?
-------
29 There may be more positive results if there is adequate management support in some key areas.
3013 Risk taking is not encouraged. What has the reorg to do with risk taking? Nothing
31 Question 13.1 think that while risk taking may be encouraged by management, the consequences of "failing" will probably not be supported by management,
given the restricted environment for managers to pursue their career/promotion ladders
32 A lot of make work projects going on. Seems like some of these are to keep displaced persons occupied.
3 3 The re-org destroyed any effectiveness we used to have. All this stakeholder/customer/teaming crap has rendered us useless. Anything that gets accomplished
these days is IN SPITE OF, rather than because of, the re-org, our mgrs, mission
3511.1 don't feel I have the resources to best carry out my job. I am uninformed on training opportunities & being in an operations office I am unable to take the free
training available to Seattle employees.
36 10,11 Some of the other workers seem not interested in getting the entire job done - they do the little piece the decide is theirs and don't care about the total
mission. Again, I'm only 4 months on the job so I may be wrong.
37 11 - training, symposia, and conference $ still woefully inadequate; putting resources into these activities would make major improvements in our technical
"^ abilites and in our communication/collaboration with our customers
i
SU
^, 381 believe all this jargon is hype and it makes upper level management feel warm and fuzzy.
39 13-When staff have to get approval from RA or HQ or lawyers then it makes it hard to take risks. Need to formally delegate more authorities to Unit Managers
and staff.
40 #13 risk taking seems to be tempered by whatever manager you're dealing with at the moment and how they're feeling that day.
41 The new offices are creating more work (especially enforcement) or are igoring the media offices (especially ecosystems) instead of helping coordiante activities
between media offices.
42 far too much time was spent on developing the reorganization in comparison to how fast industry does it
43 #11. I strongly disagree because the budget constraints in the past year made it impossible to implement either traditional programs or reorg goals. The travel $
was 1/2 of what we needed to do the work with our partners & stakeholders.
441 don't think that the cross cutting offices are working as they were intended. They still create more paperwork than streamlined efforts.
45 Regional self sufficiency to make decisions serving the interests within our geographical area also do not appear to be much of a consideration
-------
4613. Mgmt encourages & rewards risk-taking only if it is successful.
47 11-More training resources need to be directed toward specific subject areas, ie: RCRA enforcement, and less toward general non-environmental issues like
career development.
48 13. don't know why "encouraging risk taking" is relenvant- rather the question should be does management encourage professionalism, taking initiative, exploring
new ideas. I think some parts of the region encourage thatand some don't
49 them in their role/responsibilities.
50 12. Some people like Barb McAllister have totally internalized the "new Region 10" and live iit every day. Others don't really get it, yet! Chuck and Chuck need
to keep pounding the message home!!!!
5110 Different offices and units have different, and often conflicting, approaches and goals. Suspicion of attorneys at management level, for example, often hurts
teamwork. There also is a lot of competition for resources, credit and power
52 8-10 - Calling regulated community customers is pleasant PR but cannot & should not obscure fundamentally adversary nature in any democracy of requiring
some (industry) to spend money other than as they'd prefer
53 (cont) were more straight forward in their speech. Also, all this focus on developing missions and visions is a waste of resources. People should be encouraged
to be productive and focussed in their efforts to protect the environment.
54 12. Unit Supervisors have for the most part not taken the leap needed to be role models for the leadership behaviors that are on the leadership philosophy. I
sometimes think that they are waiting for their employees to give permission.
55 High income people not in touch with low income
56 12 - some, yes; some, no
57 day-to-day work.
59 Adequate resources are not available for carrying out our core functions. We are not doing adequate oversight of state administration of CWA or the CAA in
Washington and Oregon. The reorganization has depleted already deficient resources.
60 ...wants done on that issue.
62 Haven't been here long enough to answer.
63 10: We're getting better at working together & am glad its encoouraged, but Innov Office and others have not been the reason for it based on my observation.
-------
64 13 Encouragement of risk taking varies by where you work, and in some fields (like mine) may be less appropriate than in others. In general, however, I do not
think risk taking is encouraged.
65 10 - My job requires a lot of coordination and teaming with other offices. Some people are great at this, others are abysmal. These people haven't changed their
views since the reorg.
66 (continued from above) and therefore, no dissention. All may be well with the world amongst senior officials here but it is not amongst staff in the trenches.
67 13 -We don't discourage risk taking, but it certainly isn't encouraged. I think the managers are in a tight spot, when the risk taker's approach isn't consistent with
their own views.
68 # 13 Risks? It would be nice if management could better support staff in this... as it stands now, risk taking is okay as long as no one makes a mistake!!!
69 10: We know a lot about the needs of the stakeholders with whom we work closely. But there are big gaps in who we talk to, and how broad our knowledge is.
70 12. Role models for what? Managers are still trying to figure out their supposedly new roles and I don't see any big changes in manager behavior.
71 13: Risk taking is a highly subjective area, with some feeling they are taking risks when others consider these business as usual, and what we are here to do.
Think we could do better on this in many areas.
72 A climate which encourages risk taking definitely exists - it's called 'CHAOS1
7313. The regional management has not yet demonstrated that they condone risk taking. The words are said, but it is a too early to say that the region encourages
risk taking.
74 12. Actually, there are many examples of "leading by example," but too many of them are negative examples. There is far too much in the way of petty office
politics being played at the ET level to justify what they do.
76 12: Immediate supervisor doesn't understand concepts of "coaching" or "leading".
77 10. Within office, UMs don't actively require/push for inner-office teams, which allows RPMs to be "cowboys" and to re-invent the wheel, rather than be willing
to rely on office experience for team decisions. Costs us time/$/reputation.
78 11 There has been very little technincal training in the last 3 years. This situation must be remedied so that EPA can base its decisions on "good science". We
could then rely less on contractors which would increase our credibility.
79 Q13: Risk taking is relative. Gov. agencies don't do this well... it's inherent to public service. True environmental protection is a radical mission. We do what
our customers & politicians will let us.
-------
t
00
80 11. There's plenty of training available for managers, but finding the time to take it (and this year, the resources) is the problem. We're swamped
81 #11. I do not have adequate resources at my disposal to implement my program effectively. I don't feel that I have the time to obtain necessary training.
82 There is a need to better coordinate what one program does and its possible effect on another media. For example, MTBE was added to gasoline to address an air
issue; however, there was no consideration of the potential impact to ground wat
83 Who's risk? Decisions are not made for fear of litigation from Pub. Interest Groups. Lawsuits are filed irregardless
84 Risk taking is encouraged at the Senior ET level yet most Unit Managers are fearful of taking any risk. The Region seems to like to tout this as a RIO principle,
yet it is not getting across to UM's.
85 I don't agree that organ, climate encourages risk because things are uncertain w/so many changes and many people are unsure what their job is. There is a lot of
philosophy, but not a lot of tangibles.
86 Risk taking is not encouraged. In fact staff is still paralyzed from the demoralization of the govt. shut down etc. Supervisors are so overburdened that staff is on
its own and encouraged not to rock the boat or make work for supervisors.
Following are comments to questions 14-19:
14. Region 10 tries to develop and value a culturally diverse workforce.
15. Region 10's management listens to its employees' needs and interests.
16. Employees in my office ask for, and listen to the feedback/suggestions
stakeholders/customers.
17. Employees in my office take action based on stakeholder/customer feedback.
18. During the past year, Region 10 employees I know have often
made promises to their stakeholder/customers that were not fulfilled.
19. Employees are actively pursuing partnership opportunities
to provide successful program delivery to their stakeholders/customers.
1 Being in OEA, I found the stakeholder/customer questions difficult. Does that mean the programs we support or their outside stakeholder/customers?
214. Call it by whatever name you want, there is a quota system being pushed in Region 10.
-------
3 The IRU staff works to make sure its customers get what they need and follow up with a yearly survey.
418. Haven't been here long enough to answer correctly.
5 Many play lip service, "talk the talk," but I'm not convinced that the really understand the concept.
6151 think RIO sometimes does too much to satisfy the "concerns" of some employees, spending way too much time and effort trying to make some employees
"happy" who will next week be complaining about something else.
7 The cultural diversity issue is one that is paid quite a deal of lip service in Region 10. The actual statistics on the composition of the work force show otherwise.
8 Teamwork is encouraged.
9 My experience with region 10 management is that they hear, they don't listen. They are not vested in the process and are not held accountable for their decision or
lack thereof.
1017. I can speak affirmatively for myself but do not know that the opportunity exists for others to change processes in response to stakeholder suggestions or
concerns.
<•' 11 #16. Ask - not really- Listen yes. #17 Do take actions on customer suggestions.
i
Go 121 do not feel comfortable answering questions about other employees and their customers. I think that these questions are very personal opinions! Each story has
Q) two sides. One may not have all of the facts.
1315. My supervisor has too many employees to do this effectively. He has 27.
14 #15/16 - We seem to listen to "stakeholders" such as the regulated community and seem to give them whatever it is they want. We also allow the state agencies to
do this to an even greater extent and it harms the programs.
15 The region is excessively inward looking. Or most important activity would appear to be communication and dealing with ourselves.
16 EPA needs to define its role. Without this strategic direction it is difficult to define relationships. Currently, everyone knows the important of partnerships, but
they are having difficulty implementing this concept - define our role
17 Partnership opportunities have always been with us. It's not necessarily connected to reorg. We encourage partnership for accountability and better relationships.
18 14:1 believe that we use "cultural diversity" as another euphemism for affirmative action with its quotas (that we call goals). The reorganization's selection of unit
supervisors showed this again when, people without any previous(cont'd)
-------
19 14 We are lacking individuals with non-EPA/Governmental experience. We are a very homogenious group. Only when we have substantially more employees
with private sector /non-fed, experience will be able to truly relate to our customers.
20 We still do not believe that we have a public - we are not customer driven. A lot of people would say that we should not be customer driven; however, WE
MUST BE OPEN to suggestions and ways to deliver our services.
211 DON'T THINK OUR CUSTOMERS NEEDS ARE BEING MET
22 This line of questioning sounds like we're working at the corner deli. Since when are our fundamental tasks dictated by the whims of "our stakeholders". Granted,
its important to know what the fears and hopes are of various interest group
23 14 take a look at the lack of cultural diversity among upper management
24 The response choices to the previous questions were troublesome. A more correct response to most of the questions would have been Moving in Right
Direction/Not There Yet
25 19. State stakeholders are very reluctant to "open up" with EPA. In the past, doing so has only caused them trouble.
<
i 26 15. There isn't much time for employee needs and interests with a large supervisor to employee ratio. Standard programmatic workloads take precedence over
G^ interests of employees. Interests expressed haven't been acknowledged.
27 Diversity - Is it black, brown, white? Or is it farmers, small business owners, housewives, etc., When we talk about reflecting community the people want to
know have we experienced what they experienced (small business regulations,
28 Our workforce may LOOK diverse, but we do NOT tolerate individuals with different perspectives or opinions or backgrounds. Not all of us can "pass" (he
region's "environment I/politically correct" litmus test. (14)
29 15-When would they have time to listen? They are mainly in endless meetings or on conference calls.
3011 not enough recources(materials). Training o.k.
311 think that we are still unsure who our partners and customers should be. A note regarding partnerships, in tiose areas where we do not have direct regulatory
tools (e.g agriculture and other land use issues) we need to focus at being at
32 The strategy needs to be based upon getting people out of the Region 10 main office. It should be carved in stone that people will spend perhaps 40% of their time
in the outside world with their customers, & stakeholders.
33 "Cultural diversity" has become a religion at EPA (and other public institutions). Whatever happened to our
-------
34 15.1 believe managers play at listening to their employees, but take no action unless it suits their purposes. I wonder if I should I worry about my feedback to this
survey? You said it's confidential not anonymous.
35 15 - to date, OAQ management has received much input from employees, but little has been done in response.
36 16. Some do good job; most don't. Too many see stakeholders too narrowly, eg, state program counterpart. Very uncomfortable dealing with conflict in
constructive, problem-solving manner.
37 again, these questions are difficult to make sweeping generalizations about
38 15. Manager's do listen, but nothing gets done. Usually there is a lot of discussion about an issue, but it may take years to come to closure, or the issue is not
explored.
?9 15-only a few employees are heard; those who are consistent withthe politically correct visionof the world this week, noone listens to the majority of people who
are doing their work and need help to do better
40 Partnership's are hard to achieve without more incentives and more travel money
4! Management may listen to employees but it takes them a long, long time to respond.
-------
52 Without effective leadership, people are doing their own thing. Inexperienced mgrs are unable to set direction, take initiative, and establish PRIORITIES.
Without established priorities, EVERYTHING is a priority. And we accomplish little
54 15. Again, one of my biggest complaints about EPA is the weak to non-existant mngmnt. Most managers do not interact one on one w/employees so they often
are unaware of employee's needs & interests.
5516-19 Sony I'm not much help but I'm just too new and in an Ops office so I just don't have enough data yet to form an opinion of what the Seattle air group do.
56 15 We feel isolated from Region 10 management and very seldom see them other than at all staff meetings. The present Executive Team format for managing
the Region isn't connecting with the employees.
57 15 -1 am not sure this is always good. I believe that at tunes in the reorganization, the desires of the employees, particularly relative to placement in positions
took precedence over Regional mission.
581 see more empire building by managers than anything else. It governs most personnel decisions.
59 14-OOO has 13 white males out of 15 professional staff. 3 admin staff are all women.
"^ 61 # 15 management is often out of touch with employee needs and interests, that's why morale is so low in the air office, they've tried to do some listenly lately but
0^3 it's a shallow effort if no action is taken to address needs.
C/)
62 Can not answer for all employees. I do see a trend toward working together, finding out what the customer wants and trying to meet those needs.
63 We need to keep good relationships with states but I think our mgt values that over environmental protection at times
64 17 State funding has not increased to keep up with inflation and employee compensation. The STAG account has not increased. Upper management including
Carol Browner should be made aware of the stagnation of funding to the States.
65 #14. Some leaders in other programs do not value diversity and want to have homogeneous people.
66 17-stakeholders run the gamut, so it is difficult to know who to serve and people use their own judgement more than they seek input from stakeholders.
67 Policies available to cooperate with the private sector are pursued on a very limited basis.
68 14. Mgmt pursues culturally diverse work force but is unwilling to address performance problems of those in "minority" status.
70 I think I understand what is implied by the customer/stakeholder mumbo jumbo but I'm not certain. I assume customers/stakeholders are typically but not always
non-EPA employees, thus the regulated community, the citizens, the environmental
-------
71 "partnership opportunities" is too vague to be useful in a question
72 14. I agreed only due to the word attempts, however, I don not believe the attempts have resulted in enough diversity.
74 16-Feedback from stakeholders on enforcement matters should not be considered. Focusing on "stakeholders" feedback sends conflicting messages regarding the
Agency's primary function which is to assure that the statutes and regulations are
7515. I will be extremely interested to see how the Management Team "listens" the its employees needs and interests as expressed in this survey.
76 151 don't think it was right for OAQ to say that their evaluation of the reorg wouldn't look at the geog. structure -- it's not working, yet, it's not even up for
discussion. Thus, the message is "live with it."
78 ql 5. most are; a few that aren't are really making life hard for the folks in their units
791 believe that we haven't done an adequate job in defining what we mean when we SAY "value diversity." I don't personally witness people being
80 the last couple of years is the first time that we've seriously tried to diversify hiring, but I'm not sure that we are investing the same amount of effort in current
vacancies
-< 81 Some employees are working better with partners. Alot of employees don't have a clue how to. There is still a strong command and control environment.
i
G° 82 I'm not sure that Region's use of racial and gender preferences to achieve diversity complies with the law.
tS^
83 15. This cadre exceeds any previous management by a long shot. It is as good as it has ever been. Thank goodness!!!!!
84 14 I think RIO makes efforts to hire members of certain, but not all, racial minorities. Other than that, I do not believe cultural background is a significant part of
hiring practices.
85 This survey is so steeped in trendy jargon that its value, if any, may be obscured
86 #15: cant answer globally about EPA managers because i don't have experience with many managers. My own direct supervisor does listen very carefully to my
concerns and suggestions and attempts to address them.
87 16. Yes - each of us in OI are required to get personal feedback from 3 outside stakeholders and integrate that feedback into our performance and goals.
881 don't feel that EPA actively pursues stake holders.
89 18 OFTEN IS THE KEY WORD, NOT USUALLY IN MY EXPERIENCE BUT it has happened
-------
91 Re: 19. While the terms used in most of the questions here are quite vague, this question is especially so. What constitutes a partnership and how should we
measure success. What programs are we talking about and which customers?
92 # 191 am very encouraged by the sincere effort most emps are making to make the shif to reach out to st holders
93 It is difficult to answer stakeholder questions from an ORC perspective.
94 EPA management often goes to unreasonalbe lengths to listen to the staff concerns. Which is O.K. but we should not listen ad nauseam to the knee-jerk gripes.
Our job is to make sound decision. Our job is not to always makes decisions tha
95 Every few years words like "stakeholders, customers, partnering," come along to cloud the work that EPA was created to perform. Maybe we should use "client,
patient" relationships,'1 Who would the patients be; stakeholders, partners, pollu
96 Haven't been here long enough to know.
97 Where ever "on the fence" is checked, it is because the question asks for a generalization of a large number of people.
98 14: Mgrs talk the talk on diversity and fair promotion but then seem to do whatever they want. Hiring/promotion seems less open and fair then ever before
p 99 15 Management is good about asking our opinions, but I see little evidence that they act on them.
-v 100 14. We still have a long way to go but are doing a better job developing a culturally diverse workforce
101 16-1 personally have done a lot more outreach since the reorg, and I think many others have, too. The problem is that our community relations office is woefully
understaffed to handle the increased workload.
102 15. Management listen but whether they really hear is questionable. Management needs to be more clear about their objectives when they ask for opinions and
needs. Often there seems to be no value to this when it comes to decision making.
103 An illusion has been created in the region that we are getting environment work done- better, faster, more effectively- in a climate of partnership with our states,
Tribes, etc., which to me translates into shifting direction 180 degrees
104 16,17 - In our program, we are making cleanup decisions based on a very complex body of information. We do listen, so that by the time public comment
periods come up, we've found a technical position that factors public input in.
105 19 - Some are, many aren't.
106 7. There are many leadership characteristics that aren't evident, event their weekly Notes are bland, uninvintive and lack substantive info./decisions/recognition
to staff/processes
-------
107 Diversity, is getting better, but I think Region 10 managers need work on their attitudes
108 14-19: In general, the Superfund program provides a lot of chances to work with the immediate communities, governments, and companies at a particular site,
and SF staff do a pretty good job of this.
109 15 On some issues (e.g., promotion policy) some employees have not listened to management needs and interests. Needs to be a two-way street.
110 For some reason, I find most of these "stakeholder" questions offensive. I think it's because it is a way to avoid recognizing that we need to be an enforcement
agency when mgmt. only wants to be "partners" with the regulated community.
Ill 16 & 17. Stakeholders for Superfund cleanups include the State, Indian tribes, and NOAA. My impression is that we treat these entities almost as adversaries and
not as partners. This needs to change.
112 19.1 don't see the region emphasizing the need for all of us to start working on a variety of cross-program teams.
11315: It sometimes seems that so much effort is put into identifying employee interests and providing opportunities to be involved in other than basic agency
missions that we hardly have time to perform those missions.
11415. Until recently I was inclined to believe that management had the interests of employees at heart, but an action by an office director with the support of the ET
shattered that belief. They are in it for themselves and their programs.
115 Most partnerships are with state agencies, the industry people are ignored.
116 In my opinion sensativity and responsiveness of staff on CEPPO team to stakeholders is exceptional.
117 14- Sometimes the quest for a 'diverse workforce' becomes overly appearance oriented and overtly sacrifices qualifications for quotas.
119 Gen comm. -1 think SF is doing dn excellent job of trying to respond to customer needs and issues.
120 16. I have seen several RPMs that are still unwilling to consider the economic restraints of active facilities that are Sites. We can make it easier on them, but we
often aren't willing to "give in."
1211 think we have a ways to go to achieve integration of program and agency efforts. When time only allows you to cultivate integration in spurts, it never really
takes hold.
122 17 we are too busy trying to be nice to our stakeholders to make bold decisions that will strain the relationship
123 Region 10 has made an effort to hire minorities and women, however, there is another type of diversity that is not gender or ethnicity based. It has to do with
diversity of opinion/attitu de/lifestyle. There seems to be a shunning of those
-------
124 rE: 16, i BELIEVE WE ASK FOR FEEDBACK, ETC FROM PART OF OUR STAKEHOLDERS, WE DON'T ALWAYS ASK ALL OF OUR
STAKEHOLDERS FOR THEIR INPUT. fROM those that we do, we do respond.
125 # 15 I sometimes think that managers listen to employees to the point of being unable to set firm standards or giving in to employees' demands simply to avoid
conflict.
126 In my program there isn't an active effort to go out and elicit stakeholder input. If they come to us we're responsive.
127 Q15: As in any management question it depends on the manager. Unfortunately the management layer has not developed a mechanism to use staff reviews of
their managers to fix weak spots... to affect awards, promotions, permanent assignment
128 14. We are trying hard, but with all these "ENTJ and INTJ" managers, there still is alot of "judging" going on about people who think differently from the EPA
norm and how that translates into people's ideas of performance
129 #19 Partnership. There is so much knowledge dispersed through the region and overlap of programs that partnerships within the region could really make us
more effective. The problem is the staff doesnt know whats out there, cont. below
131 My comments regarding stakeholders is based on my experience and work, I'm not generalizing unless the question asks for that.
132 # 16 -19: Again, the Agency has a skewed view of who its stakeholders are. And "partnership" is simply code for sucking up to/giving money to the states with
no accountability
133 #15 Management is pretty good in listening to staff input except my Unit manager. He is not very supportive or responsive to my needs.
134 The preventative aspects should play a major role.
13 5 I object to question 18. It appears to be some kind of way to get you to bad-mouth fellow employees. What is that about?
136 I'm not able to answer many questions because the questions pertain to employees in my "office". I could answer if the questions was limited to employees in my
unit.
137 18 I have not seen this have in the Drinking Water Unit.
13 8 Our efforts to implement a Watershed Protection Approach to ecosystem management is paying good returns.
139 15 - My manager listens, but sometimes acts upon what she thinks she hears, and doesn't ask for clarification; when understanding is made, she supports staff.
She values each of us as individuals and a team.
140 # 15 Generally agree, however many times the ET seems to talk at staff rather than listen.
-------
141 On the fence about program deliveiy from partnership building - have seen no obvious benefits from this activity - In other words my job has not been affected
much by partnership agreements - what are the deliverables?
142 # 15 - since the reorg, management has become much more rigid. Less of a coach and more of a boss. An era of command/control appear emminent. Many
employees are grumbling.
14314 Some people value diversity very much and actively seek ways to enhance but rank and file (including middle level managers) are pretty complacent. 15
They listen but don't often support. I've been frustrated with lack of support for
144 19 Most of my work involves trying to maintain the partnerships we already have. In our quest for a high novelty factor, we tend to forget the basics. We need
to encourage the states and local agencies more instead of doing their work.
145 Q16/17: Varies by Office
146 19 - but the question is has the region moved to far towards this at the expense of accountability/core work (everybody bailed from permits, enforcement,
grants...)
148 There is still favoritism towards men hi the agency and a glass ceiling for women who have been "mommy tracked" because they have chosen to take tune off or
-=^ work part time they are not considered to be as serious about their careers.
i
J^
118. Not in my office, I cant answer for the whole of Region 10.
2 16 As an admin support employee, I am constantly impressed by the value, trust, and responsibility provided by top management to admin staff. I personally feel
like a team member. Most ET show respect to admin staff
3 Employees are allowed to express themselves freely and openly. Decision through consensus are the goal. Certain Units have more feedback on what
clients/stakeholders desire.
4 This Region works well with other community Programs.
515. I do believe that Acq/Grant unit manager and the Office director listen to employees. My personal experience with both managers have been very positive.
6 #19 - the key word is "successful programs". We do a lot of listening to and acting on suggestions of stakeholders which severly limits our ability to implement
our programs.
7 management has difficulty comprehending staff needs - they are too busy micrmanaging and attending meetings to effectively manage staff
814: (cont'd) supervisory experience were selected for unit supervisor positions. Virtually all such selections were folks in "protected classes" under affirmative
-------
action. These new unit supervisors, as we\\ as the experienced ones,(conl'd
9 We really need to demand that EPA employees at least LISTEN to our stakeholders and try to come up with ways to please them - That DOES NOT mean we
have to lower our standards - it just means we do something different along the way.
10... but certain of our subsequent actions should be dictated by the application of sound science and common sense solutions.
1115 new management seems more interested in being heard than in hearing what staff have to say
1220. There have been "broken promises" to stakeholders because of abrupt policy changes. Employees are asked to cover these over. Employees have done
well at delivering in the face of incredible difficulties.
13 Generally, we are very conscientious about responding to promises made. However, I can think of one example where extensive promises were made to a Tribe,
but the resources/abilit ies/priorities have not fully supported fulfillment.
14 Has mgt. asked the general public if they know/understand what EPA has "reinvented" itself to become? I get at least three calls a week from citizens, business,
asking "Are we still a regulatory agency? What are we doing now about
, 15 Ofc Dir. listens well & wants to make things better. Unit Mgr has no time to talk for more than 5-10 minutes about anything. When we talk, interests or
_£^ issues/problems become the staffs "fault". Likes to shoot the messenger. (15)
1619- What in the world does this question mean? Jargon!
17121 feel my manager has done as good a job as possible-consideri ng the lack of direction from his director. Also many decisions which should be the managers
are made by the director (personnel, etc.)
18 other entity's tables and not trying to get them at out table. They're making the decisions - we must find ways to influence their decisionmaking.
19 The region 10 headquarters building should be closed except for a small core of employees. Everyone else should be moved into the states. They should share
office space with their customers and should work jointly on determining goals.
20 charter under NEPA? Remember the environment? What about some intellectual diversity?
21 14. We try very hard on race, sex. But a different, critical "cultural" problem not recognized. We hire at entry level, promote from within—thus creating very
insular employee culture with little "outside" experience or credibility.
221 believe we all are doing our best, but our framework for operating is still not completely understood, clear, or in place
23 1 Scon't. Also, INTERESTS are listened to only as they relate to the latest pc event to have; they are not sought out or listened to with regard to who is best suited
-------
to a job or what new jobs should be undertaken
24 It is often inappropriate for EPA to give "stakeholders" what they want.
25 18. MM promises in written MOAs were not followed. EPA Sr. Mgmt. told state officials EPA field staff to blaim. Now the states don't want to participate.
26 15: I believe my management is fairly receptive to needs of its employees. Don't know about other units; but doubt if they are equally receptive.
28 15 Had mgmt acted rather than just "listened" to employees during the reorg — it would'nt look this way.
29 continued: It is difficult for staff to feel valued, for example, when awards in the 10's of $K's go to upper managment, and only a few awards of $ 1 OO's go to staff.
The overall message seems clear! (& by the way, it really is not the
?0 18: I think we're generally following through on promises; however, some risk assessment work is not getting done due to unanticipated shortage of staff.
Critical vacancy cannot be filled.
311 sense that most of the regional staff is doing a decent job in serving the public, but it is mostly self directed and somewhat uncoordinated due to a lack of a true
vision and purpose from the management team.
^ 32 This emphasis on diversity amounts to a major distraction. It does little to accomplish environmental protection. We should emphasize hiring experienced and
; effective people and promote them based on a good job not favor based on ethnicity
_C
$_> 341 see our main customers as the regulated & non-reg. public. I think EPA is very much out of touch w/what the public wants since the Agency has become so
removed from dealing with the public, hi the field interactions with the public
35 15 - As a unit manager I currently feel no closer to Regional decision making on management issues than if I were a staff level employee.
36 Employees in my office get along with others as best they can in spite of managements shenanigans.
37 #15. The response does not apply to this Office.
3819-1 only see public-private partnerships occurring on a very limited basis and do not think this area is sufficiently encouraged, more examples need to be shared.
39 "Headquarters" is enraptured with the terms "compliance" and "enforcement". They are not good listeners.
40 15. Mgmt may listen to employees but they listen more to customers/stakeholders. Needs more balance, and push back on customers/stakeholders where
appropriate, not be doormat. Also push back on employees too, not just listen & ignore.
41 the people who breadth the air, drink the water. However, I don't know if there is consenus on this point, I wonder if we have become overly focused on the
-------
regulated community as the stakeholder/customer. Such a perspective is too narrow
42 Risk taking is a meaningless term because there are no adverse consequences for failure. Failure is frequently rewarded with a sinecure.
43 17-We should not act on stakeholders feedback when considering enforcement actions.
44 18. I think that employees are pursuing partnership opportunitie s because they have been told to, not because its actually improving service delivery — more
often than not, customers don't know their point of contact.
4515 con'd That's a real change for R. 10 which usually wants everyone's opinion on everything before doing anything.
46 17 at times we don't take action based on 'stakeholders" suggestions because they are not legally solid- its not always appropriate to take action based on
stakeholders wishes- ie want flexibility when the law doesn't provide for it or
47 19 ~ i see lots of+behavior (walking the talk) about partanerhips, value of others contributions, there is more progress that can be made in this regard.
48 "asked to the table" to contribute because of their varied experiences, expertise, skills, and ideas. I see a tendency to "shy away from" folks who are
DIFFERENT from us in whatever way. It's too uncomfortable for us to deal with — we
, 49 Is there any legal or ethical basis for using racial and gender preferences to reflect the community served, as opposed to using these preferences only where there
£Z is a manifest imbalance with the relevant labor market?
Co
50 19. OI does an excellent job creating and managing prtnerships. I don't feel the rest of Region 10 puts in as much effort.
51 16,17 Employees are subject to pressure from a number of sources, including management, the regulated community, and environmental groups, and often
respond to those pressures. That input is sometimes solicited as well.
52 The only tangible value in Agency-wide overblown reorg was achieving mandated 11-1 management-staff ratio. Per Wall St, Journal, private sector is also
finding reorg mania to be of limited value
53 #16: Again, I don't know if stakeholders means regulated community. If it does, I think we need to be careful not to become so focussed on "serving the needs" of
the regulated community that we forget that the reason EPA was created was
54 18. I think the region is actively pursuing partnerships but that there is a gap in the skills needed to create partnerships. Sitting in a cubicle and creating
something and then sending it out for implementation is not partnership.
55 Environmental Justice responds very well to cust. requests
56 19 there are some employees who really exemplify the networking within an agency-other though are TERRITORIAL OR JUST TOO COMFORTABLE AS IS
-------
58 (see above) that make staff happy.. We need to learn to say "Im sorry, thst's the way it is"...
59 polluters, or citizens?
6115: Managers may listen to staff, but only an exemplary few seem to act constructively on what they hear, rather than what they wanted to do in first place.
62 15. I think the perception is still out there that management will listen to employees needs and interest but in the end decide to do what they want.
63 (continued from above) away from enforcement, taking a strong leadership role or at least actively mentoring, and instead replaced that with a "hands off1
approach. Superficial tracking, accountability, and involvement have replaced the
64 19 -1 can't speak for other programs. AS a program, we're working on Voluntary Cleanup and Delegation with the States—but I'm not sure how that works on an
employee level.
65 General comment! The comment field should be under the question...this is a dumb way to do a survey!!!
66 19. On the positive side, I think EPA is supporting some "partnership" type of programs that are suppportive of environmental protection, such as pollution
prevention, resource conservation.
67 19. I think we tend to fall into the partnerships more than working at developing them
68 The value of CEPPO office team work is not fully understood by upper management.
70 19. Some employees are doing an outstanding job. However, overall I think we still consider ourselves the Agency with the big stick.Rather than actively
seeking partnerships, we consider them only if approached by outside parties.
71 There appears to be a shunning of those that don't fit into the politically liberal, REI identitiy and a need to hire those who fit that model. This is one reason why it
has been so difficult retaining admin support-fear of hiring
72 Re: 17, I believe we are responsive to the stakeholders that we ask for input/feedback, it's just that I don't believe we reach all of our stakeholders.
73 Q19: It's unclear whether the placed-based assignments of displaced managers is increasing partnerships or not. People are who they are... it they like working in
teams, they will, if not, they won't. We certainly don't force much in RIO
74 #19 cont. Managers need to identify and nurture these partnerships. If we rely on staff who don't have a broad enough base to see what's out there, it won't happen
on a large enough scale.
76 EPA needs to become more involved with many stakeholders (eg. churches, animal rights, etc.) to develop values of protecting our environment at an early age.
-------
77 Staff listens to customers, but may not value input. Customers don't always have plans/requests that paralells the mission stmt, let alone environmental laws
78 # 16 More often than not we seem to listen too much to our customers. Some feel that the Region is bends too far to the wishes of our customers.
79 fire and earthquake preparedness. 19 This may or may not be true. I've only heard of the few outstanding successes. I suspect it's not true in general. Requires a
very motivated, aggressive and commited individual to do this on
80 It is ridiculous that RPMs and OSCs can all but automatically attain the GS-13 when their jobs are usually luxuriously focused and limited to a few sites at a time.
Those of us charged with National program implementation, enforcement,
1 The conflict often comes from the client/stakeholders wanting the delivery of service with no interruption, not acknowledging what is required to deliver the
service. The phrase seamless delivery and teaming become opposing forces.
2 14: given no special training on how to be effective supervisors in the new, substantially larger units. The professional and administrative support staff continue
to pay the price implicit in those two decisions.
31 know what stakeholders for my program want. I can't answer for other programs though.
4 WeVe not only confused the general public, our partners, and our supporters, we've confused RIO.
5 We are so concerned about external partnering that we do not pay attention to important partnerships that need to be developed and MAINTAINED within the
office. We are hypocrites. (18)
6 16 Director refused to consider "unsigned" comments or suggestions no matter how numerous.
7 E mail should be eliminated as a method of communication. The major method of communication should be one on one, face to face. Idealism should become
our major drive.
8 Listen to employees, yes. Act upon what is heard, seldom. Instead, crises are m'gd and problems buried.
9 19-there is no acknowledgement of the actions that take place and there should be. also, we should learn from these and decide when partnerships are NOT the
best way to proceed. We needtobe better organized sowe can proceed when we should
1019. Looking for partnership opportunities but having them cut off. One example is shared training. We now have a policy where state agencies are not invited
unless EPA is the majority.
1214-18 have nothing to do with the reorg
13 continued: actual amount, but the stark relativism in "value"
-------
14 This survey is an example of over-emphasis on process. We will go thru this elaborate process to evaluate the re-org effectiveness, and make a few adjustments,
rather than dealing with real problems.
16 should be our focus & we should disinvest in all this touchy feely strategizing crap!
17 Few employees and certainly no management take risk. The preoccupation is with status and ones behind. The higher the status the greater ones concern.
18 The agency should be primarily concerned about technical accomplishment and leave social policy to others.
19 and does not necessarily reflect the Congressional mandate we have been given. Confusion is created when use the customer/stak eholder nomenclature.
20 Many people in the org. still do not understand how to work in effective partnership with outside customers
2117. con't- when allowing flexibility would undermine purposes of the law
22 more often than not tend to avoid conflict/conflict situations/pe ople that may - because they see things/experience things differently - create conflict.
23 Use of racial and gender preferences to achieve diversity should not be kept covert; should be put on the table.
2420. OI could do more celebrating. The truth is we are too busy. We are proud of each other-that's good enoughl
2519 We often defer to states or seek their assistance in a cooperative way. We often do not provide the type of oversight necessary when states are unduly lax in
their enforcement efforts.
26 Expedient trend among Democrats tilting balance of constitutional federalism toward states is misguided and dangerous, under guise of "partnering" or otherwise.
27 (cont) to serve as a regulator of that community.
28 19. The word partnership is used while often we are doing the same old thing - telling - being the expert - having all the power.
29 Some in my office do not seek my opinions,
31 Haven't been here long enough to know.
32 (continued from above) strong leadership, hard decision-making to take action, and demanding accountability that made environmental protection what it was and
should be today.
33 Higher recognition of CEPPO outreach activity is needed. Additional funding and staff is needed for CEPPO work.
-------
35 19. (Contd). In partnerships, I still see EPA wanting to be the winner, and come away with more than the other party.
36 There is a fear of hiring individuals (admin staff in this case) that don't fit the mold so consequently individuals who are more likely to remain in admin positions
aren't hired.
37 Re: 19,1 believe that there are some in the RO who are actively pursuing the development of partnerships, but I also believe that there are many who are not and
don't know what the concept of building partnerships is.
39 EPA needs to make more of an effort to address the main world issue: overpopulation.
40 his/her own. It's not necessarily encouraged and supported by supervisors in my experience. They either don't have an interest or they don't have time.
41 and task juggling should be given the same opportunity to raise to the GS-13 with out intervention from God. If you are not located in Seattle it is hard to
brown-nose enough to get promoted since our supervisors are no longer in the Ops Of
Following are comments to questions 20-27:
20. We communicate about and celebrate each other's successes in my office.
21.1 give others feedback that helps improve overall performance
in my office/region.
22.1 receive feedback from my peers that helps improve overall
performance in my office/region.
23. My office has high work quality.
24. During the past year, Region 10 managers have often made
promises to Region 10 employees that weren't kept.
25.1 receive feedback from my supervisor that helps improve
overall performance in our office.
26. My supervisor serves primarily as a consultant to staff.
27. My supervisor devotes adequate time and attention to
coaching staff*.
-------
1 23. My unit works harder, putting in more hours and taking less time off (particularly unofficial time off such as "party time") than any other unit in the region. To
the detriment of staff moral, I might add.
2 One of the main reasons I work at EPA right now is because of the respect I have for my supervisor. He is the reason I'm willing to work so hard and put the extra
effort. The staff in the region is the second reason.
3 20 Sup's in OMP excel in celebrating successes of their staff, risk-taking is always encouraged and rewarded
4 He encourages creativity and teamwork.
5 My supervisor can't define the job/responsibilities of supervision, I doubt many Region 10 supervisors could. I'd attribute that to Region 10 which appears to be
an organization devoid of accountability. I suspect the work
6 20. There is a lot of ongoing, detailed work completed. Completion is a success. Celebrate doing the work we were hired to do? Success should not be so rare.
The concept is jargon.
7 The unit leader provides direction when needed but does allow the employee to do their job without getting in the way.
-------
1726. Seems like he's still a technical expert. In too many meetings.
18 #22 and 25...the positive feedback I have gotten has been primarily from HQ and state staff. We are not getting enought personalized "atta boys"
19 not yet. We're working on that.
20 THE MANAGEMENT SEEMS TO BE UNABLE TO GIVE UP WHAT THEY THINK IS CONTROL
21 Management is generally conversant in the scope of issues, but not particularly helpful in strategic or technical solutions.
22 23 we are too understaffed to provide adequate attention to work quality
23 I realize we were supposed to cut the number of managers in half, but what happened to those "persons of influence?" Why can't more of them act as unofficial
team leaders? 1 reason management is so overwhelmed is the size of the sections.
24 24. Despite a fairly negative organizational atmosphere, working relationships have been quite good. Working is ok but the organizational stuff is mostly a
downer.
25 27. Large employee to supervisor ratios do not permit this type of attention. I accept it as a given that such coaching and interaction is not feasible, except at very
critical times. Alot of coaching isn't really needed anyway.
26 21 I'm seldom asked for advice on other programs in my unit. When I am asked, the advice is not often acted upon at all or for a long time.
27 Mgrs don't have time to consult. My manger is too busy attending meetings on teaming, geo initiatives, state teams, etc. He doesn't have time to interact with
staff.
28 #23 is poorly worded and can't answer.
291 get VERY LITTLE positive feedback from my two managers. However, I get lots of praise from other offices, HQ, and externals. This disconnect is
demoralizing!! (20) (42)
30 25- "Consultant"? Negative term, out of place here.
31 The level of coaching is great... the problem is that the direction of the Office/Unit is unclear or uncommunicated or just talk with no decision or action that
touch the general work of the office.
32 We're mostly all too busy to do enough feedback and or celebrating among us.
33 SEE employees are without many of the coaching services available to Federal employees. They travel a road with conflicting signage, more as if it is an Alice
-------
in Wonderland Road instead of a freeway.
34 Work quality, from what I've seen is generally good. Work quality is good from what I've seen. Administrative support is weak. Everybody spends too much
time at
35 20. We often don't know what others do, let alone if they're doing it successfully.
36 20 - the geographic organizational approach currently inhibits communications and I do not even hear about successes in my program areas from the other unit.
3723. Too much internal anguish over insignificant details, very little work "out the door." Little sense of timely problem-solv ing; can take forever to work
process.
38 One of the areas I feel our agency falls down on is in celebrating our accomplishments, we need to support each other more in acknowledging and celebrating
those
39 25. Recently, occasional, positive feedback occurs during the weekly office staff meeting. Otherwise, it conies at our personal performance review meetings.
40 Our Acting Director and Administrative Technician are extremely supportive in all areas
i 41 25-27 My supervisor left EPA in July. The new selection will not begin working here until late November or early December.
Co
O 42 28- this expansion is at their expense; for the most part I have to keep current in spite of EPA RegionX not because of any help from the Region.
43 Devotes time for staff, but evidently I'm not considered staff
44 There is no structure for staff to give each other feed back. Again, perhaps when the teams get going this will be able to happen.
45 My supervisor is not only technically capable but is a fantastic people manager. She supports her staffs decisions about where to spend their time and efforts and
well as their expertise.
46 22 My peers are outside of EPA. We need to ensure that staff are able/encouraged to communicate & work with their peers outside of EPA (this is especially true
for technical staff), or EPA will become isolated.
47 27: My supervisor is overwhelmed with administrative chores and decisions, such as promotions, awards, budget, at the expense of attention on environmental
issues.
48 23 It is difficult to do high quality work when thorough but controversial work is critized as zealous. Managers have a rumor mill going about some
inspectors/investigators. Work should stand alone not on personalities.
-------
49 24. The regional management continually makes lots of overtures about "valuing science, and scientists". In reality this is not the case, and never has been.
50 #23 However this has nothing to do with reorganization. The quality has always been excellent, however, the quantity and use made of the work has decreased.
5227 Staff don't need coaching. Supervisor is sounding board. Goes to meetings and completes PAs. This ques is NA to reorg
53 In general, there should be more feedback - probably should be focused (e.g., maybe there are some tools available like there are for facilitating meetings, which,
by the way is the best training the region has ever offered)
54 Supervisors don't appear to have the time to act as coaches or to provide feedback.
55 Most first line supervisiors are doing a great job. They seem most in touch with staff and their needs. I think upper management needs to focus on some concrete
simple to understand goals. Make a plan and then do it.
56 My mgrs don't have a clue what I really do, because they don't understand the programs I support, they have no persepective, can't establish priorties, get excited
about unimportant things
57 Question #22 To date not much input from peers, however supervisor will solicit peer feedback as part of future performance reviews
59 27 - he's not around enough to be of much help; i depend on my peers for help, mentoring
60 25. I never receive feedback from my supervisor, In fact we never discuss my job. I work totally on my own w/no supervision. While I am self-motivated & an
independent worker, I am starved for interactions w/a strong effective manager.
61 25 I value the feedback that I get from Gil and feel he does it well. But I want more feedback. My personality probably likes more feedback than others.
62 27 - being in a different location than my supervisor makes the communication, coaching, and support more difficult to do than at the same location, but we're
trying
63 20 Most of the celebration and focus is on one unit in OEA. Others within OEA do not feel there has been enough equality and fairness in promotions or awards.
64 24: Can't Answer—Region 10 management have not made promises. Therefore they can't break them
65 From my prospective management spends much of its time in its own world of make work and make believe that has little effect on the daily grind or agency
mission.
66 27 - the units are too large to allow much time for individual staff/manager interaction except on night priorty issues.
67 23-not familiar enough with work of majority people in ECO office to characterize its quality
-------
68 my answers relate to several different supervisors
69 25,26,27 I'm part of a self-directed team. We don't have that kind of "supervisor" interaction.
70 My supervisor is a natural at coaching, being a consultant and giving feedback. He's a people person who is not interested in micromanaging.
71 Supervisors with large numbers of diverse staff and duties don't have time to coach-we reduced the number of "supervisors" per se but the only winners in the
reorg. were the supervisors who opted out to do nonsupervisory work at same pay
72 25-27 on self directed team - supervisor is office director
73 26 While supervisors do offer time to consult, many of the programs still require more in-depth knowledge to provide the adequate leadership. With such a FLAT
organization, this is not possible and staff are finding themselves performing...
74 #20. I'm on the fence because we are too careful about celebrating success in order not to offend others who are not being celebrated. It is often suggested that
award $ be equally divided so as not to "play favorites."
75 Some "babies" who cry and complain take up a lot of supervisors' time. These babies also dont do any useM work. So big waste of time.
^ 76 24-generally mngmt. keeps its word, but this year with the shifts that occurred, a number of people who were promised promotions or reclassifications feel
^ gypped.
77 20-Even though our office has a "success board" where staff successes are linked to mission/value, nobody wants to write their successes up.
78 Guides inspection goals
79 25. Strongly disagree. Appraisal used to amend perf. agmt, and then only feedback rec'd was that I was a "valued employee."
80 20. Celebrating success internally is getting confused with "outreach", which I thought meant reaching OUT beyond the building.
81 Now if my supervisor is my consultant is also my customer or am I his customer. Does my supervisor owe me consultation, a product, and do owe my supervisor
information or questions regarding my work, another product?
82 We fail to celebrate our successes. There is little praise or feeling of accomplishment. Supervisors do not have time to be available for much consultation on
cases. The mentoring system helps to fill that void.
83 20. There is little to no communication of successes in my office. I have been told that "some" employees see it as an invasion of their privacy if management
tells others about their successes. Thus, they dont tell any person's success
-------
84 My supervisor has too much work to do to much coaching.
85 24. strongly disagree because at least in ORC the management is great- is fully supportive and does what it promises to do
86 23 Our office has too few resources to support the heavy demand for our services. It makes it hard to deliver the quality I want to give.
87 Refer to earlier comments re: supervisor's lack of "coaching"
88 on the fence = sometimes, but it vaires dramatically depending on the person I'm dealing with. Always try to provide feedback, but if it is not well-received, I'm
not going to persist
89 I have never seen such excellent supervisors as those provided by ORC.
90 20. Barb McAllister has OI involved in feedback on a regular basis. It is fantastic and a tribute to her value as or leader.
91 20 Our communication is informal. There is little formal recognition.
92 26 - My supervisor does, but despite appearances, senior management controls all enforcement/decisions of any consequences, especially in Superfund program
9321. Yes - in OI we have developed a personal feedback plan based on the leadership philosophy and we obtain feedback from peers on both LP and supporting
Olwork.
941 am very lucky. I have a wonderful supervisor.
95 coaching staff: I don't believe my supervisor addresses performance problems/challenges when people are not performing appropriately for their grade level.
Tough coaching doesn't occur.
96 23: We have staff who do little and some who work very hard. There is no different or special acknowlegement of those who work hard or steps to improve those
who slack off and do little work
98 Ed Kowalski is a wonderful supervisor.
99 My supervisor is excellent: she provides direction, but does not micro-manage, and she provides frequent feedback
101 27. With the large number of employees in my unit, my supervisor does not have enough time to devote attention to "coaching" staff.
102 I've only been here two days.
103 271 don't see that as the role of my supervisor.
-------
104 24: LOts of promises, many not kept: "term limits" - instead of frequent, some mgrs will jhave 9 yrs before rotation; assignments not positions: what happened?;
"Not going to hire high grades from other regions" - but 7+ brought in .....
105 26-27 this is my strongest criticism of the reorg. My supervisor is now someone who has no grasp of what I am doing and has so many staffhe has no time to
find out. I basically have no supervision, which has increased my workload.
106 The reorganization placed far too much responsibility on unit managers and as a consequence, their time to interact with staff is precious and limited. If the intent
of the reorganization was to empower staff, the sneer ratio of unit
107 While we do hear, in my office, of others successes, it is primarily through management, and I can't say that the successes are "celebrated." - 20
108 27 - My unit is a mixed bag of positions-some seem to involve more coaching than others. It's okay to coach more where more is wanted/ needed.
109 What's with the red dotted line around "strongly agree"? It may be giving you biased data.
11010. The staff aren't doing this well, and for some reason the managers have no idea how to do this either (e.g., Eco and Water still have a hard time talking about
common issues, let alone coming up with integrated smart decisions.
1 1 1 24 Need to emphasize about "in past year". I feel that people still dredge up stuff from prior to that. I think that some people are still in mourning over the
reorganization.
11221.1 generally don't provide feedback to senior managment in my office because I don't believe the office director wants to hear from those who disagree with
his vision.
1 13 27 - My supervisor doesn't know where to being coaching much less an employee at a lower GS level. This has been and will be a frustration until they are
shown equality with their staff (at all GS levels).
114 27) Coaching staff is relegated to fixing "problems" or working with senior staff on the region's most complex work. Lower level GS employees are encouraged
to "find" mentors among peers. It's pitiful.
1 1 5 27. My supervisor is so busy that she does not have adequate time to coach staff.
1 16 unit managers are still trying to be section chiefs and probably brnach chiefs, still functioning under the old set of expectations. Thus, there is no time for
interaction with staff because they are too swamped .
1 1 7 My supervisor doesn't really have the skills necessary to do a good job of coaching
1 18 26, 27: My supervisor has done an excellent job of providing consultative services without trying to take over staff functions, and does a good job of coaching
staff.
-------
119 27. The Unit managers and the Office Directors do not have time to serve as coaches. I believe that many of them would if they had the time.
120 24. I think management is losing the sense of "fair play" that had developed over the years in terms of staff/mgmt relations and that unstated ways of handling
issues in a fair manner are going by the wayside.
121 Immediate supervisor provides some management support, beyond that I feel I am on my own.
122 CEPPO supervisory staff allows us to find new and inovative ways to complete assigned tasks and identify new areas of work.
123 20- Supervisors know little of what staff do day to day and successes are measured from that limited data set. No, successes are not recognized substantially. 21
Feedback is not often given to others because managers in particular do not
125 No. 24: My sense is that we have several instances of top management promising things (e.g., the "assignments not positions" concept) that they can't really
deliver.
126 27. Supervisor doesnt understand the concept or that different staff are at different levels.
127 24. Supervisors are responsive for specific issues (e.g., sign this form, attend this mtg). Supervisors are sometimes not responsive to more intangible promises
<• (e.g., commitments to resolve consistency issues, develop office policys]
, ' 128 20-it appears that we have got to the point that we celebrate "just doing the job" as something of note
129 23 We focus on success, it is rare to hear of mistakes due to poor work quality. However, there is enough knowledge of others work that, in ECL, for example,
RPMs generally know which other RPMs pull their own weight and which ones don't.
130 The supervisor's do not have adequate time to "coach".
131 #27: My supervisor is often not there or else has the door closed. It's hard to get in there.
132 Re: 23, If asking about the whole Office, my answer is I don't know. If asking about the Unit, I would qualify my answer to the work is hi Q for about 70 - 80
percent.
133 27. Our Unit Manager is moving in the right direction -- but not enough time has been devoted to educating our unit on how to work together.
134 #27 With the number of employees reporting to each supervisor in the new organisation, it is impossible to spend the amount of time that I think is req'd to really
help employees develop, especially entry level.
135Q20: We communicate & celebrate successes. The peer award process is great! The performance awards seem to have become the expected norm. The medal
awards are a mess. The emphasis on team awards stinks... some deserve, some coast.
-------
136 #20. OW needs to do more of this and much more talking about what's going on between units.
138 27: My supervisor is engulfed in major issues and doesn't have enough time for coaching. Having lots of senior staff is helpful that way!
139 Question 27: There seems to be an inordinate amount of consulting with and coaching of some staff, at the possible expense of others.
140 #24 I know of no such instances.
141 #26,27: My supervisor is still struggling with the old management model, but trying very hard to make the transition.
142 #27. My supervisor is too busy to devote adequate time to staff.
143 My supervisor is attending so many management meetings that he doesn't have time for coaching or anything else.
144 Adequate coaching to staff exists.
145 On the previous question, our unit is too big for our supervisor to devote any time to coaching staff.
146 My supervisor is much more than a coach. She is involved in a multitude of issues at various levels with numerous folks. She is not just a coach.
147 26 But, also produces a lot himself.
148 My supervisor does not appear to have enough time allocated to provide coaching and employee feedback.
149 24 -1 am aware of staff selected for other positions in the 'select 3 choices' but bumped because of the need to give the appearance of'moving staff.
150 #24 Some staff perceive that they were promised promotions or at least it was strongly suggested. It is difficult for staff to fully understand and accept that the
rules have changed.
151 On the fence on sup. feedback - Some is constructive but some is destructive and does not foster a trusting environment
152 20--I have a strong sense that successes may appear as "brown nosing" within this office. There is no mechanism to hear about people's successes or even to
give them so that the unit/office may know.
153 #20 - we have just recently begun regularly discussing our successes/failures so that we may learn from each other. Our manager suggested this.
154 24-27 I don't have a unit supervisor. I report directly to the Office Director. As this arrangement isn't very practical, I am supposed to "use" a Senior Advisor as
a sounding board for my issues and seek guidance from him. The problem
-------
155 Questions not specific to suprevisor: Varies greatly on some by Office, so there is no one answer
156 Management in air programs doesn't have time to devote to staff needs given the new organization. They are still involved in the details of the program.
157 It's difficult having an ops-office director as a supervisor sometimes. Often I feel like my work goes unnoticed.
158 #20,22 I disagree that their is adequate communication, feedback or exchange of info. Meeting or interacting as a team isn't promoted by supv. There are few
opportunities to share comments, praise and encouragement w/other unit staff.
159 Supervisors are never seen or heard from. There is little communication and never any follow-through on promises made. Out of site out of mind unless there is a
crisis. Supervisors are not supervising, they are spending too much time in
1 training (no), resources (yes).
21 strongly disagree because management has failed to effectively deal with lack of admin, support in my office thus resulting in senior EPA staff having to spend
their time doing admin, work.
3 I'm frustrated with the distribution of resources within OMP.
4 27 My supervisor exemplifies coaching techniques. OMP supervisors are supportive to their staff in so many ways, encouraging individuality, risktaking
5 He promotes a positive working environment that allows effective production of work.
6 environment breeds the incompetency I've observed
7 25. Not only does my supervisor provide feedback, he arranges support to facilitate my work. I fully appreciate that!
8 The Chuck's say they want to hire at lower grades but when push comes to shove it doesn't happen. Nobody really understands the assignments not positions and
the ability for employees to move around. Managers especially don't understand t
9 #27 - new supervisors with little or no experience should be coached/mentored
10 26. The Unit the my supervisor has is too diverse. Too many large programs. I feel that he is spending most of his time on programmatic issues not personnel
issues. I am not sure why.
11 #26/27 - My supervisors (I now have 5 instead of the 3 before re-org) have less trust and little to no experience in program and try to hard to do technical work
better left to staff.
12 27. The Unit Supervisor has not been able to function as a coach for the staff for three reasons: (1) the unit is too large, (2) he has not been able to remove
-------
himself from subject matter issues (the Office Director still seems to (cont'd)
13 We need either more empowerment, teaming or another manager to share the responsibility.
14 27. Not always available. Too busy to be able to be a "coach". Works on too many things at one time.
15 My program is vastly underfunded, therefore training is the last priority. I'm continuously scrambling to try to get extra money to provide the services and
outreach to the public that I think is essential.
16 THERE IS ALOT OF MICROMANAGEMENT GOING ON AND VERY LITTLE IMPOWERMENT
17 26 my supervisor is too clueless as to what we do here to provide coaching/advice/support
18 Re #20: I'm on the fence about this, because although I have supplied what I believed were reasonable suggestions, I have not seen them employed. The Q is
phrased with the assumption that my feedback helped.
19 27. Not having a strong supervisory presence is empowering too, which is really what we need more than oversight. New employees and employees taking on
new frontiers and challenges would benefit from more coaching, I would expect.
» 201 don't know the level of work of others in my office.
V\
QQ 21 The staff/manager plan didn't work. Decisions are not being made. There are communication lapses. This was by far, the worst idea of the entire reorganization
plan.
22 Supervisors provide alot of latitude for work priorities.
23 Promises re: training & balancing of multiple job responsibilitie s are regularly broken. Recent promotion scheme allowed for unilateral breaking of
commitments made at re-org. I FEEL USED and do NOT want to be lied to anymore. (24)
24 Empowerment is needed for SEE employees. Often their WISDOM is ignored and not consulted. They can be used as coaches, and as consultants. Their
power can be unleashed. Remove their muzzles. Don't be afraid of their wisdom.
25 meetings, "processing", to use the phrase.
26 26. My supervisor has little time to manage or consult, because he is forced to spend his time doing staff work.
27 As part of the reorganization, certain promises were made to me regarding my future position that haven't been kept. As such, I am now a Regional expert with
no assignment.
-------
28 26. The supervisor appeared to be learning how to act as a "consultant."
29 29-this is one of those we don't walk our talk, we wimp out on permit dentals that would prevent pollution and instead chose to remediate after the pollution is
present
30 Serves as consultant to staff, but of no help to employee
31 27 My supervisor has over 20 staff & therefore doesn't have enough time for mentoring, coaching, etc. It isn't a big issue now, as EPA hasn't hired a lot of new
staff lately - however if we ever start to hire new staff it will be a problem
32 24. Told XXX was leaving. Obviously he has leverage. Scares hell out of staff by subtile reprisals.
3326. Management misses the point here. Often it is GOOD to have a good technical person who can do BOTH manager work and technical work. Good. Nice,
even. Non-Dilbert kinda stuff even. Hello??
34 #24 The biggest of which was that the reorganiztion would result in more efficient operation.
36 20-23 have nothing to do with the reorganization
Q^ 37 Seems like we have a lot of "displaced" managers doing "makework" projects and tasks. We seem a little short on the lower grade "grunt work" staff to
Q build/maintain the quality service and data sources needed to drive good enviromngmt.
38 A management promise to establish our 'own program' in OEA has not been kept.
40 27. My supervisor devotes no time to coaching staff. I have worked totally on my own since the reorg.
41 23 We have outstanding employees working in my unit. They need to be inspired occasionally to remind them that protecting the environment is our highest
priority. Management gets too bogged down with process.
42 Supervisors rarly make promises. It means additional work or responsibility they should follow through on.
43 26 (cont)... traditional management tasks. This significantly reduces the precious time staff have to implement the ACTUAL PROGRAM WORK. While
empowerment offers some significant advantages, I feel we have been forced into a "self-help"
44 25--I receive feedback only during performance review time and then, it seems limited to positive feedback. There is little feedback given on ways to improve
performance.
45 Plans for the future within our assignment
-------
46 26. Strongly disagree because supvr doesn't really understand work our small group does.
47 Supervisors could recognize achievements more.
48 27. supervisor adequately coaches, but has an experienced staff- if staff was more inexperienced then the manager \staffratio is too low for good coaching
49 With regard to adequate coaching, the current supervisory ratios don't allow for it
50 25. Barb McAllister provides exceptional feedback that is on point, well thought out, and honest. If you listen, it can mke you a better person and employee!!!
51 271 have 12 years experience and don't need much coaching. What I need, I know how to find from my supervisor or elsewhere. I do not know what kind of
"coaching" less experienced staff members get.
52 24- "Often" is key qualifier here
53 24. I think that management is trying but it took too long to work through the assignments not positions promise and we still do not know what the process will
be to provide opportunities to apply for new assignments - it feels like limbo.
54 Others do not have the same type of supervisor
55 I think that high work standards, emphasis on products and quality are not stressed. The standards I set are my own (which is good) but I'm aware of times where
the lead may need assistance/coaching from the supervisor on high standards.
56 21. ( Feedback) I have never received any critical feedback or been encouraged to give others feedback. Our office culutre makes it impossible to do so
59 I've only been here two days.
60 25: Supv feedback virtually non-existent. Mgrs so busy with large staffs + reorg projects that they're rarely available. Have staff work on reorg projects!
61 (continued from above) managers to their staff has forced the issue. Whether that resulted in empowerment, I cannot say. I do believe that division directors on
up have taken away a considerable portion of the staff and unit managers
621 can't say that I have given feedback to my peers or gotten feedback from them. I am not aware of any avenues for such regular input unless directly, i.e.,
person-to-person. - 21/22
63 24 -1 think we all want to believe the best will happen, but it's very difficult to MAKE it happen. I think the managers have made promises to improve the
workplace, but I'm not sure they've had the workers involvement in their approach.
64 35. I would certainly hope so, but you can't tell what these "mom and apple pie" titles really mean.
-------
65 27 I don't perceive that my supervisor has enough time to spend coaching staff.
66 21. cont'd. I have reached this conclusion from his selection of unit supervisors and the fact that staff go to each other for support and feedback as opposed to
some of the unit supervisors.
67 25) Feedback is limited to pats on the back for milestone accomplishments. Throughout the year my supervisor has no idea how I'm doing. At performance
review, I must educate my supervisor on what I've done.
68 Feedback is hard to do, we're not used to it, this is one of those cultural changes that is going to take quite some time!
69 21, cont'd like to hear criticism, even if constructive about staff. It is more often viewed as a sad commentary on the individual rendering the criticism. 24. I have
never heard a manager make a promise to staff.
71 26. My supervisor is not involved in projects in any manner, and provides me zero support/enlightenment.
72 26-with the reorganization we got new supervisors that are too busy leaning their responsibilities to provide guidance to the staff.
73 25 - In ECL my supervisor does not give me feedback, nor do I solicit it (I feel like I do not need it and that my manager is too busy). In OW, my peers give me
very valuable feedback on a regular basis.
74 RE: 27, Our Unit chief provides good coaching but because of size of Unit, it is somewhat sparce.
75 Q26: XX manager's idea of coaching is to tell you what he thinks, wants, expects. In any meeting he will do 60-80% of the talking; doesn't listen. ® needs to be
relocated to work area which is not his expertise to break micromanaging.
77 Regarding supervisor as consultant: when policy issues reach a certain level, it's questionable whether or how much a supervisor should step back and let staff
make policy. That's our dilemma.
78 #24 My supervisor has cancelled several meetings scheduled to discuss my performance and overall needs.
79 Need more resources to maintain high quality work.
80 Because of the tremendous dynamics in the program, the unit manager has less time to manage/coach people than anticipated.
81 Strongly disagree that supervisor acts as consutant - rather as micro-manager who questions every small detail of products with no substantive changes made as a
result.
82 #27 - since reorg, my manager seem to have less time for coaching, this could be because she has more work to do. but also, her emphasis seem to be getting
away being a coach and into being a traditional Boss type, (continued below)
-------
85 is he doesn't have any interest whatsoever in what I do so there's not a supportive or trusting environment. My answers to the questions are in response to this
situation which is muddled at best. I mostly work alone and unsupervised and
84 The air unit has not embraced the concept of empowerment yet.
85 #25 I get little feedback from supv. other than perform, evaluation. He operates under, "you're doing okay if you don't hear from me". He tells staff how "good"
he thinks we are doing, but shows little interest in what we're doing.
86 in management team meetings. People in the Ops office are isolated and have no piers with which to share ideas and get feedback.
1 He encourages follow up.
2 26. Consultant? That's a new one. He provides guidance on difficult issues and facilitates my ability to work successfully. He's not an expert in my field but
knows the policies and politics. That is an asset.
3 the rotational policy. All of this stuff is very confusing and demoralizing to our employees.
<^ 4 #23. good quality work but insufficient staff to do what I would consider high quality work.
i
^ 5 27. Again, I feel my supervisor does not have time for me the admin person due to the priorities of the unit.
30
6 27: want him involved and (3) there has been NO training on how to be effective in large units or in how to serve as a coach to large groups of people.
7 My supervisor has no time for coaching! I have actually been able to talk to him 3 times in the 8 months I've been here.
8 SUPERVISORS ARE NOT COACHING.. THEY ARE CONTROLLING OUT OF FEAR
9 26,27 I don't know exactly what my supervisor does or how much he coaches. I believe he has too many people and programs to supervise.
10 When to managers have time to consult/coach. This idea was not well thought out in advance of implementation.
11 Unit Mgr is a "controller" who does not understand some programs & has trouble "letting go" & trusting staff. But, he also wants us to be a self-directed team.
Half of staff are looking for another job. (25) (26) (27)
12 Coach the coaches, so that they will be of more equal status to those coached. Throw away the clock when it comes to coaching. Give the process time to work.
Following are comments to questions 28-35:
28. In my view, Region 10 employees continue to expand their
-------
environmental knowledge.
29. The "solution of first choice" for Region 10 and its partners is
pollution prevention.
30. Region 10 is clear about the mix of enforcement activities that
results in best compliance.
31. Region 10 is seen as a leader of integrated environmental
problem solving in the Pacific Northwest.
32. Region 10's management is committed to continue to make organizational
effectively deliver environmental services.
33. As a result of the reorganization, my unit has chosen to disinvest in
and/or services.
34. In my unit/office, the work assignments are distributed appropriately.
35. My office/program is making progress to adopt these
core processes in our work.
^ 14 27. He has no time to coach (see 26) either. I don't blame him; his mgr wants to do it all with insufficient staff.
i
f~-
^ 15 25,26,27 - The new supervisor of my Unit has yet to establish himself as an effective manager, either of the ® program for two states or of the unit staff.
1631 -EPA is more often seen as an impediment to creative problem solving,and if present during planning EPA is no where to be seen with money or people to
implement what the planning effort developed-so why play with EPATthey can't be trusted
17 Zero feedback from supervisor
19 25-26-27 For a manager to get a promotion they have to be a management "team player". When staff is criticized by the manager for being too thorough it
appears that the manager is more concerned about their image than the work.
21 In the last 20 years things have never been this bad. Even in the Anne Gorsuch/John Spencer years at least we knew who 'the enemy' was.
23 24 There was suppose to be a renewed emphasis on science. This hasn't happened.
24 26 (conO-structure that is actually less efficient (to achieve our goals in doing the REAL WORK) than an organization with more management. We can't have
our cake and eat it too. The difficulties are just starting to reveal themselves.
25 Improves the operation relative to our experience in the field.
-------
26 27. Strongly disagree because with flattening organization, supvr has no time to coach with so many people in unit.
27 27. Yes, but it could be more equitable. A few people get the majority of Barb's time. Maybe it has to be this way. If so, that's fine.
28 21 -22 - Rather heady or presumptuous for most of us, poorly phrased questions if taken literally
29 24. Another example is the promise that supervisors will work towards building leadership skills. While I see some supervisors trying -1 see alot more finding
excuses and being afraid to step into thier role as helping to lead the change
30 I'm not sure what role my supervisor is playing. Sometimes it seems like the supervisor isn't sure of their role - so they take the easy way out.
33 I've only been here two days.
34 27: My supv means well but has a large staff, is part-time, and has lots of reorg/reg projects to work on. Staff rarely gets ANY time.
35 (continued from above) as can be seen in their role of selecting officials for promotions at the GS 13, GS 14 levels which wasn't the case BEFORE the
reorganization. If anything, the gulf has widened between staff and upper management.
36 39. Yes for me personnally, but I still see the "favorites game" being played. If a less skilled staff wants to grow, but still needs some skills, constructive
feedback is usually not provided about things they should do differently.
37 20. Management only celebrates those successes that meets their bean count or are the high priority sites. Unless you work on high priority sites, it is difficult to
get management attention or praise.
38 26) Unfortunately, consulting is. usually given most to the most senior staff and complex projects. Very backwards in my mind from a supervisor's role (among
others) of developing staff capacity.
39 25. Again, managers do not have enough time to know what their staff are doing which makes feedback difficult. 26.727 Managers have little extra time to be
consultants /coaches to staff.
41 I think the 1 to 11 ratio makes it very difficult for supervisors to be effective coaches.
42 26. Supervisors need to learn to keep their mouths shut when an employee shares something personnel with them. Too much gossip from UMs.
43 27 This statement seems true for OW, but is not so obvious for ECL. It seems that ECL managers are too busy with other things to consistently coach. Lack of
consistent mngmnt oversight may be one precursor to work quality issue in 23.
45 Peer feedback is provided indirectly.
-------
46 Disagree on time on coaching - You can't coach when you don't have any idea what this means - Many people in unit keep the sup. informed but practice
avoidance of supervisor rather than be "coached".
47 she was much more effective as a coach. In fact, she was a great coach type. A boss type will probably not be very effective in the fed gov bcz managers do not
afterall have much true power over employees.
48 have learned that it's fruitless to seek assistance from the Senior Advisor.
49 #27 Unit manager does not coach, because he isn't around most of the time. Instead of branch chiefs being tied up in meetings all day, the unit managers are.
This practice shows little change from the way these operated prior to reorg.
1 #34. It's based on ability and availability, and, to the extent that grade level is in sync with ability, yes.
2 "Can't Answer" selections were made because I haven't worked at EPA long enough.
3 32 yes, they certainly seem to make organizational changes easily and often. Most of us have completely lost track of where functions belong or who is where
4 31.1 do not think the region gets enough press coverage of the good things it is doing and funding that is being provided., but something bad... that is another
"^ story.
r- 5 The Region worked hard to move to the 11 -1 supervisor to employee ratio, but has sacrificed administrative resources and promotions. Protection seems higher
V for upper grade retention regardless if they continued to supervise or not.
6 we always focus our resources to better serve the public.
7 28. The thrust of most of the training is not this. I am not sure that we meet the public expectation of better science. (Pseudo) psychology may help us feel better
but information seems to come only from committed staff.
8 35 - The unit will be working with the other offices to assure that grant $ are being focused on areas that are identified regional priorities and assure that ODs take
direct responsibilit y for how $ are allocated.
9 #31 depends on who you ask!
10 Alternative answers don't cover all opinions. Therefore can't always answer.
11 #30 - the Mix seems to mean No Enforcement. This was evident in the re-orgs attempt to elimiate the office of enforcement which ignored the Administrators
directive on enforcement. This is probably the biggest failure of the reorg.
12 Office of air deals less and less with environmental principles. States are not partners.
-------
13 Pollution prevention is a great term to use and speak about, but realistically speaking, improved technology is more commonly used to describe emission
reductions. We're speaking similar language, but pollution prevention is rather broad.
1431:1 haven't seen any evidence that the public sees the EPA Regional Office as a leader in integrated environmental problem solving.
1530 Many people I know are schizophrenic about the enforcement/co mpliance balance. We are wearing a white hat and a black hat, and both staff and the public
are confused about the mixed message.
16 33 i believe that disinvestments are made by default at the staff level.
17 35 real progress is slow, but that is to be expected...
18 #29 Pollution Prevention should be 1 st choice but not sure if it really is
191 think the ultimate test for this question is whether or not risk-takers get promoted.
20 THERE SEEMS TO BE NO ENFORCEMENT ACTIONS AND THIS IS A LOW PRIORITY
21 30 - the message on enforcement is muddled and there's been more "talk" than "walk"
22 Re #3 2: I'm on the fence, but I recognize management is really trying.
23 32. Many did not favor our group's organizational structure. After experience, most, including me feel it is not working well. But we are told to wait, it is too
early to change. So wait we will.
24 29. Pollution prevention should be the first choice. Unfortunately, it doesn't appear that it is yet, although some of us try to advance that concept at every
opportunity. It is probably most lacking at the management level, because
2533. inadequate FTE is reason for disinvestments here
26 31 I don't know whether we're seen as a leader or not but I doubt it.
27 #28 Would love to expand knowledge, but pressures of the job limit that
28 Would have been much easier to have been given the option to comment after each question, rather than be asked a series of questions before being allowed to
comment!
29 In my dealings with externals, EPA is rarely seen as a leader. It is mostly seen as either an encumbrance or as a bunch of ivory tower environmentalists with
unrealistic expectations. (31)
-------
30 32- Are you serious? It's a Dilbert cartoon!
31132 Managers need to focus much less on organizational issues and provide leadership on substantive environmental issues in the four states.
32 Our office has a strong committment to change.
33 P2 is a buzz word w/out much content. It's actual programs, activities and accomplishments that count.
34 33. My office has been unable to make the tough decisions about disinvestment. We talked about it over a year ago & we're getting ready to talk about it again.
Lotta talk; no action.
35 29 - Region 10 has been unsuccessful to date to bring P2 into the maintstream. It remains in the arena of technical assistance or unique "special" projects and is
not the first preference for environmental protection.
36 32. In my view upper mgmt is committed, but some of the lower level may not either, 1) want to, 2) know how, or 3) have the energy it takes.
37 For all questions in the survey: Since I am new to the organization, and have not been incorporated into the staff culture it is difficult to make any determination
about most of the questions. I did not participate in the reorganizatio
As 381 work in the AK Office & believe we already had the core goals incorporated into our way of doing business.
*<3 39 A straight foreward approach
40 28 The staff trend at EPA is increasing generalists, not indepth knowledge of the environment. Without some depth, EPA will continue to be "an inch deep & a
mile wide" & unable to do the actual work (as opposed to talking about itl).
4131: We are not demonstrating leadership in integrated environmental problem solving. Although we have made a good start by locating staff in some "places",
EPA is usually a bit player in the larger game of environmental protection there.
42 29. Yes, but not at the cost of eliminating enforcement hammer. There is always going to be a 5-10% group of bad actors in the regulated community that can
only be stopped by consistent and assertive hammer.
43 Sorry to keep focusing on this Iheme, but these questions are justreally "dorky" sometimes. Why even ask some of them? I mean, Duh.
44 #30 Management may be clear about the mix, however, the mix is incorrect. Without a stick nobody will be interested in eating carrots.
45 32. I think parts of the mangement that has been the driving force of the reorg. is more interested in promoting their half baked "new age" ideas than in
effectiveness in environmental services. 31.1 think Region 10 is seen as a joke.
-------
46 28-29 not related to reorg
47 Question 32. I have not seen any information that says there have been significant results as part of this effort
48 #34. In our group, work assignments are negotiated between staff members and the program staff they support. Very few work items are actually assigned by the
manager. In that sense, we are fairly self directed. However, in that same
49 35: I'm not sure we've come to grips yet with the investments that it will take to really make progress on our core process. We've made some disinvestments, but
that can carry us only so far.
50 29. P2 is fringe stuff, not a way of thinking 30. Enforcements priorities are not based on the significance of the problem 3 1. We are irrelevant, not leaders in
env. protection
5130. i have rarely heard discussion on this topic
53 34. Work asgmnts are not distbt fairly based on grade & avail staff. This is partly because managers are not in touch w/what employees are doing & often do not
understand program needs enough to properly prioritize the work which needs to
54 28 It almost seems they take too much time learning at the expense of getting things done with their knowledge. I'm not sure about this, it is just a hunch.
e—-
55 30 ' there is not a clear signal about enforcement - it seems to be taking a back seat on the bus rather that being an integral part of our work
56 Region Ten's managenebt is committed to the process. They are too heavy on process and lite on results!
57 30 There has been a significant decrease in our enforcement activities.
58 (32) Management makes organizational changes to gather around cronies and develope their empire. This one is a bigger farce than most. Why continue to waste
agency time stroking egos, like this questioner?
59 Pollution prevention is the best choice however the way we define what it is makes for a bad fit in some programs , hence they are left out.
60 30-Upper managem ent doesn't understand that effective enforcement means having a more consistent presence (more staff), that most cases are "messy", that
angry people is part of the territory and that we waste incredible amounts of time
62 #29 pollution prevention is considered but is not necessarily the solution of first choice, i feel pollution prevention is an integrated part of the program though.
63 29 - P2 momentum is being hampered by inconsistent enforcement messages.
64 33 disinvestments were not as a result of the reorg. any disinvestments made were as a result of being a self-directed team and taking on the supervisor role.
-------
65 24-let me qualify this by saying this was a problem with my previous (pre-reorg) mgrs in the old Water Division. I was told I would be reclassified to an EPA as I
was an office manager and already doing EPA work, .never fulfilled
66 33-We disinvested in some things, only because we ended up having to take on more workload
67 For many of our programs, P2 is not often a solution; instead we strive for risk reduction. I see those involved in trying to integrate P2 into our programs as
having a major challenge as there are not obvious ways.
68 My program is working on always intergrating all the core processes but the region as a whole does not appear to understand or know the core processes (you
sure hear different definitions).
69 28 - not because of lack of interest but lack of travel and training funds
70 29 What are the other choices?
7132 The management of this Region is approaching "over-commitment" to organizational change. There has been a huge amount of time devoted to our
organizational structure that should have been dedicated to program work. (See Q26 comments)....
72 #30. I'm on the fence because we can't realistically measure compliance and thus can't say we know what mix of activities results in best compliance. Instead, we
seem to sail on the political breezes out of DC and state capitols.
73 29-p2 is not the first choice, but that is not due to lack of attention, but due to legal constraints. THis is not necessarily a bad thing as p2 is hard to measure.
74 30-1 have yet to see anything about an appropriate enforcement mix in writing. Our office has struggled with this question for years now.
75 The operation remains unchanged from before reorganization organization.
76 31. EPA likes to think of itself as the leader of environmental issues, but other agencies think of themselves in that role also.
77 29. We cant afford to forget that we also have a role in ensuring compliance AND as advocate for parties who feel they're not being heard by local government.
78 30-Enforcement is too often viewed as the last alternative and by the time it is considered, it can not be effectively undertaken.
79 31. It is much to early to tell...
80 32 See comments on 15. OAQ has a radical new organizational structure and they aren't allowed to evaluate it to see if it works.
81 33. any "disinvestments" in this office are a result of not enough people to do the job rather than to be more effective in some areas
-------
82 28. I feel that I am unable to keep pace with what I should know. I am concerned at being able to maintain a knowledge base that maintains optimum
effectiveness.
83 29 This question is so wrapped in jargon it's hand to answer. Our programs are designed to discourage, prevent or remedy pollution, whether they be
enforcement, compliance assistance, permitting, or remediation.
84 35 - Project X-L is an embassassment & vile precedent. 32 - We don't need to waste more time on internal reorg. 31 - Absurd question. By whom?
85 30. The enforcement strategy is an example of not using participative partnership process even within the Region. There is much concern and confusion on this
topic.
86 29 how is partner defined? I definitely find a number of federal agencies still doing their own things
87 31 - external perceptions of EPA do not change quickly
88 Knowledge: seems like fewer opportuunities to expand knowledge. What happended to training programs, all hands meetings, less emphasis on people
informally coming together. Grade level: supervisor doesn't seem to expect same standards
<^ 90 The managers I know are working hard to handle difficult and complex questions of compliance with environmental laws and regulations. If that is what you
i mean by "effective deli very of environmental services" than I agree.
-O
O 91 #30 we are getting there., ie moving in the RIGHT direction.
92 29,30, 33— I do not believe that the Region has made wise choices regarding what is the appropriate "mix" to achieve environmental protection. It seems that
"traditional" enforcement has all but disappeared and has been replaced with...
94 Haven't been here long enough to know.
95 30 Enforcement should not be a selective issue, regardless of what yahoos in HQ say.
96 33 "Disinvestment" has crossed the line from being an effective tool allowing us to deliver envtl service to being
97 34: Disagree: in particular, high grades in "SNR Non Supv" do whatever they want; most staff do what they will regardless of grade- we have 7's doing 13 work
and 13's sitting on their butts - and vice versa
98 34 Assignment of work has little to do with grade level. It's based more on supervisor preference and who has time available.
99 34 I strongly disagree because the work distribution is relatively equivalent among various grade levels. I also see some low graded people working on pretty
difficult projects.
-------
100 Reorganization has succeeded in bringing ratios to 1:11. The new organization has not enabled any of the other desired outcomes to occur. The new
model/paradigm that we are Functioning under would be equally successful under the old org.
101 The reorganization appears to reward expediency, keep the notion of enforcement as an option at arm's length (at best) and moving headlong toward
relinquishing the leadership role to states, Tribes and others.
102 28 - Workers are so busy doing the work at hand, I think BIG PICTURE changes in how ecologists/environmentalists see the world skid by unnoticed.
103 13. Within the office this is occuring, but not within the Region.
104 #31 Many of our managers do not display the leadership or the decision making abilities necessary to take this type of problem solving
105 35: some core processes don't fit very well in Superfund, while others are fine.
106 35 Not sure that people are that cognizant about core processes.
107 29. While poll, prevention is the first choice, mgmt doesn't always support this in practice. It doesn't support staff requests to devote resources to reduce the
spreading of an environmental problem (e, g., prevent spread of gw contamin.
i 108 34 - If assignments were distributed evenly among GS levels is usually the GS-11 and above. You can groom an Administrative staff person to do just about
*O anything - if the supervisor is aware of the employees interests.
10934) Relatively little, if any, thought is put into giving "appropriate work" to mid-level staff. They're left to fend for themselves. Work is distributed based on
individual initiative and reputation for doing good work.
110 30.1 don't think that the "best mix of enforcement strategies" has been clearly articulated to the staff.
111 33. We are still struggling with disinvestment. We are in the process now of setting priorities which will include recommendati ons for disinvestment.
11230: Clear enforcement strategy is still evolving. Needs to be refined and articulated to ensure some consistency across programs within the Region.
113 29. Philosophically, how can one not "strongly agree"
114 Region 10 appears to be more interested in its image at HQ than it is in providing assistance and support to the industries we should be serving.
115 28. Some employees seem to make an effort to broaden their base of enviro. knowledge. 29. It does not appear that sufficient resources (both intra/extramural)
are devoted to P2. Instead we follow the horse with the shovel...
117 32 It seems to me that organizational change is the preferred choice regardless of appropriateness
-------
118 No. 35: I agree that we are making progress on delivering our core work, but I feel that has little to do with organizational change.
119 29. PP may be the first choice, but I still find it amazing how little our Region really offers the community in this area. With all the difficult technical issues that
govt and private parties are grappling with (e.g., NAPL gw sites,
120 A true enforcement-first policy in the Removal program should exhibit more encouragement and recognition for PRP-lead cleanups. It's not there.
121 32-it is being to become apparent that the organization changes not because of internal need but the whims of external trends and mandates
122 28 - Some employees do continue to expand their knowledge. But this appears to be the exception rather than the rule. Part of the problem is lack of
commitment (and funding) for technical training.
123 There are staff that are performing work significantly above their grade level-with little or no possibility of a promotion or reclassification. This should not be
allowed. Work should be assigned based on grade level otherwise....
124 #34: People who are experts in their field are not promoted while others are. There's some keenly felt inequity in our group.
125 Re: 29, We may talk P2 as first choice, but we don't fully employ the approach ~ It seems to me we are sticking with traditionary programs and not investing in
^ what it would take to advance P2 (no one seems to invest in prevention, its m
\
_3 126 281 wish tech training needs given higher priority. These last minute short turn around "tech training competitive oppty's" just send the clear message that no
SD one (like an ET member or Regional Scientist) is accountable for this vital ne
127 29. It's hard to get very excited about P2 when the CWA has virtually no authority in that area, and our customers are resistant.
128 #28 Many do, some continue to take the "its not in my position description" approach when the opportunity to learn something new comes along.
129 35. hi most core areas we are doing a good job. We need to improve in the area of partnership/capacity bldg and outreach. We will me working on this this
FY.
130 Q28: RIO has excellent training opportunities. Some staff take full advantage of this, some do not. It;s extremely rare to find managers in any training class...
even in facilitation, mediation, change, and listening. This is a failure.
13129. This region does not really have an effective P2 program. What happened to the P2 Team and Leader? hi the programs, staff tend to default to what they
know already, and it doesn't tend to make P2 a cutting edge activity.
132 #28. The 1-2-3 selection process has been a big success in expanding the environmental knowledge of those who chose to do something different.
134 I need comment space for each of the last series of questions. Re: enforcement (30) We know the answer, but politically are constrained and resource-limited.
-------
135 Question 29: Budget $$ and recognition seem to be directed toward programs which "solve" problems rather than programs whose focus is prevention. For
.example, compare the EIS review and CECLA budgets.
136 #33 We have not had to disinvest in previous activities.
137 #29,30: The focus on "warm, fuzzy" programs like P2 takes away from enforcement activities. We are way too reluctant to take a hard stance with anybody
(industry, states, etc)
138 #30. Region 10 provides virtually no enforcement or compliance presence in my program area.
139 Not enough time for necessary training.
14031 - seen by'whom1 as a leader? Industry? Regulated community? the public? be more specific!
1411 disagree with #28 & #29. 2S&29 While RIO has become more streamlined, the mindset of most of the staff remains the same with no incentive to increase env
knowledge and/or promote P2.
142 #34 The employees who produce get the best assignments. As it should be.
143 I strongly disagree that work assignments are distributed appropriately with respect to grade. As a 12 level I have always been held to the same standard as
higher level employees. I am expected to train/provide guidance to 13 level.
14428 maybe half. 29 a few enlightened souls who are highly motivated. 31 a few outstanding successes. 32 I get the feeling that it is mostly the Chucks that are
driving the reorg changes and maybe some dedicated office, directors — I
145 29 pollution prevention is a front end concept that can have dramitic effect in some cases. In the long haul, effective environmental management still must be
ensured.
146 There is a mixed message regarding the appropriate compliance and enforcement
147 There's always a lack of resources when it comes to training. My job requires a lot of travel and there's never any money for me to participate in some of the
trianing opportunities I feel would increase my performance.
148 Our unit favors RPM*s and OSC's there are not enough staff doing program work and enforcement. There is too much work for too few people.
1 33 OMP sups have been very supportive and understanding in helping to disinvest certain tasks. They have allowed staff to find areas to disinvest, then helped
staff make sure it was a good move
2 33. We are not in a position to dissinvest any of our prior duties - they still must all be done.
-------
3 we are always aware of the needs of the regional office
4 33. Disinvestment has less to do with delivery of environmental services than utilization of emerging technology.
5 34 -1 know it is my responsibility to make adjustments in work assignments to be commensurate with grade and will be working on it during the coming year. It
is made difficult by the fact that 1 GS13 employee is a former supervisor
6 #32-1 do believe Rl 0 is committed to reorg, but not "to deliver successful services". The commitment seems to be simply to continuous reorganization for its own
sake. Change is a valued commodity, not env. protection.
7 35: If we mean by adopt that people are trying to do those jobs, I would say "yes" with the understanding that people seem to have difficulty translating "core
process" into day to day work.
8 #30..enforcement? about a year ago region was told now was not the time to push enforcement because of Republican Congress and potential budget cuts. Then
congress get down on us because we don't do enough. I'm not in enforcement but if
9 Need to hire and promote more racial minorities. This regional office doesn't represent the regional population.
10 DISINVESTMENT IN CORE PROCESSES MAY HAVE TAKEN PLACE
11 32 - our management is committed to the current organization and will not consider additional re-org
12 Re #33: The reorg was so disruptive that with THREE new managers, we've lost our course. How can we effectively disinvest?
13 33. Disinvestments have been by accident rather than otherwise. We have lost much of our critical expertise and will spent years rebuilding it. People who had
spent years in school and here in gaining expertise left our program.
14 prevention often is more difficult from a political perspective. If we restrict what people want to do in any way, it draws fire. It's politically easier to allow them to
continue to ruin the environment and try to clean up the mess
15 34. based on individual's capability.
1633 I've seen very little conscious disinvestment.
17 #29 I'm assuming Pollution prevention as a strategy not a program
18 We divested in program when workload was increasing 40% & HQ was pouring MORE resources into this region. Mgmt has not provided a "buffer" between
staff & HQ, so staff is in the crossfire of this debate between region & HQ. (33)
-------
19 #34 In most cases GS9 through 13 folks are basically doing the same works. On the other hand, we have a few highly paid 14's and 15s doing very littel value
added work at that same time that we are struggling under huge work loads with
201 think EPA may be sending mixed messages on "command and control" vis a vis "partnering", etc.
21 34.There are no comprehensible grade rewards based on work or level of responsibility, in my unit or in the region. Those who have, get more.
22 32 - it is not clear that the Region is really committed to making organizational changes to implement the core processes - the current OAQ organization is not
fulfilling those objectives and no effort is being made to change that.
23 35. This office has always tried to perform according to the core processes, but has not had sufficient resources to make observable progress from where we were
before the reorg.
24 While I believe the Region is committed to continue on it's reorganizational attempts to produce more effective delivery of services, I am not sure management
knows what the necessary steps are that must be taken.
25 32: EPA is still largely program driven, not environmentally driven. We need to direct programs more intentionally toward solving specific environmental
problems.
*^ 2630. Major complaint of regulated community is lack of enforcement consistency not tech asst. or innovative technologies. Company "A" gets stomped and
"?£ company "B" gets off and company "C" is never inspected.
27 #31 This could and should be our role, however, I don't believe that it is.
28 33. Disinvestment in my unit means more work with less and has not resulted in any advantage or effectiveness, except for the withering of enforcement activity in
the region. 30. Too many oppose enforcement activities.
29 30 Enforcement is passe. Probably worse after reorg than before. Should be a prominent tool. PP will gain momentum if pushed by Enf
30 sense of self-direction, some staff who don't want to change with the organization continue to push back when assignments are sometimes handed to them or will
attempt to get others to do the work for them. In that way, at the staff level,
31 32.The goal of changes is not clear. The effect of organizationa 1 changes has generally been negative, towards a less effective EPA.
33 get done.
34 31 - EPA is viewed as just one of many players taking an integrated approach to environmental problem solving
3531 We are not there yet.
-------
36 Employees in my office have tried to ingore the latest big reorganization and do business as usual. Old supervisors still supervise. Old branch cheifs still mostly
attend meetings and protect their backsides. Whats New !!!!
371 believe our enforcement mix is in a state of disaray. were disinvesting in some programs where the state's want us to be and then imposing ourselves in
delegated programs on very short notice. It needs to be better thought out and
38 30 (cont.) convincing upper mgmt and lawyers to take forceful (effective) actions.
39 #30 it doesn't seem like rlO and epa hq's can decide what they want to do in terms of enforcement and or compliance assistance, a lot of mixed messages are
going around and it's very frustrating.
40 30 - Our policy on enforcement mix is erratic at best. This is a very contentious point among staff.
41 28-the training opportunities out there are good, but very little time to take them when an admin. staff-I've resolved to get into another series....
42 The difficulty with mix of enf and compliance is the mixed message we hear from our leadership. First they emphasize compliance assistance and then when the
enforcement numbers are down, they want straight enf.
43 Where the heck did the geographic priority setting core process come from (I can guess). This is a new one that is not necessary since it is already part of most of
the others! It appears that a new office wants to build an empire.
44 31 Are we seen as leader in the environmental field by the public or environmental organizations or other governmental entities? Who are you referring to?
45 32 (cont)...We can fine tune and evaluate the "organization" until it is fit for a lunar landing. Let's just get on with it! We (over) built it. Time to get it working.
Managers should not be spending time on org design / assess issues..
46 33-disinvestments have been minor, I think in part because we are stretched fairly thin and any shifts might require abandoning program areas where we have
congressional obligations.
47 34--I feel work assignments are based more on skill than grade level. We have some lower .grades doing higher level work and some higher grades doing what I _
view as less than higher level work.
48 Work has not changed or improved, merely reassigned.
49 32. I think mgmt has too much investment in the reorg to make radical changes in the organization as a result of the comments.
50 34. We're getting pretty mixed messages about becoming empowered and taking on more responsibility vs. no more promotions/conversions.
51 35. many of the core process don't apply to ore's work
-------
52 29. On whole, I feel most staff do not understand their role in advancing P2. We need to advance regulatory integration of P2.
S3 30 Newjargon has suggested a shift away from tough enforcement and regulation. But we receive very unclear messages about the tension between tough
regulation, and cooperative relations with the regulated community and the states.
54 30 - Nothing could be further from the truth. Enforcement decisions seem predicated foremos on "practical political realities" and not making waves, rarther than
results
55 31. NO NO. We are not seen as leaders in integrated env problem solving. We do not have the skills and I do not see many supervisors or staff being aware that
there is another way.
56 31 EPA is thought of in a lot of ways but not leader. .yet 32
Supports org change cent. NOT people, mngrs still resistant
57 33 - unit itself is a new investment; no prior role to disinvest from
58 from people at same grade levels. Some people really get by with doing a lot less. Disinvestments: In general, I think that our region/culture can't deal with
tough issues - disinvestments included. My supervisor has not talked about
60 The "core processes" belong in a Dilbert cartoon. The terms are far too vague to have concrete meaning. Therefore, I cannot evaluate how well we might be
doing at making changes to better carry out these core processes.
62 ..."let's try not to ruffle too many feathers" and "what these facilities really need is compliance assistance, not enforcement." Just look at the number of inspections
in the RCRA program for example. I don't think we are bringing hardly
64 Haven't been here long enough to know.
65 33) a hinderance. Real envtl service & benefit are being lost in the interest of finding new ways to "disinvest". Also, the word has become an excuse for avoiding
responsibilites to the public & the environment.
66 35: Little talk of core processes, so I disagree: on the other hand, untill we get some legislative changes, not sure I'd agree that we can legally do as much in some
areas as some would like
67 We have renamed the organization so that our own people do not know where programs are - this has not helped the public figure out who we are.
68 (continued from above) Risk-taking these days isn't of a different genre from days gone by. Instead of enforcing our environmental laws, we've decided its more
important to keep the appearance of peace and tranquility in the environmental
69 32 -1 think managers are committed, but that doesn't mean it will happen.
-------
70 14.Develop, yes. Value, no. A Spanish potluck once a year doesn't cut it. Listing to ideas, understanding perspectives and integrating suggestions goes a lot
further. The former should be an extra...not the only thing.
7133: we've done some disinvesting (notably in state-lead sites), but it wasn't directly a result of the reorganization ~ it was ongoing before the reorg.
72 30. Management doesn't communicate any "mix of enforcement activities". It communicates partnership, enforcement is a last resort.
73 31,1 have no way of knowing if others see us as a leader but I seriously doubt it. But since I have no hard evidence either way, I just can't answer the question. (I
don't see as as a leader-we may want to be, but we're not there yet!)
74 33: We may be losing some serious quality control on work being performed in areas where we have disinvested; need to continue to monitor outcomes.
75 32. Let's not kid ourselves - the real reason for reorganization was 1:11; otherwise we would still be aligned as we were 18 months ago. ET consists of the same
folks that stonewalled the streamlining effort prior to Chuck C's arrival.
76 29, cont'd. with the majority of our resources. 32. Management will continue to support reorganization believing it solves environmental problems, even if it is
detrimental to them.
78 35 core programs are buzz words for innovators, at the delivery level our program is shaped by stakeholders needs
79 29 (cont'd). stormwater control issues, forest ecosystems], I find it almost embarassing that our biggest public effort seems to be in Worm Boxes.
80 30 -1 have not seen that RIO is clear about the appropriate amount of enforcement both within and across programs. RIO appears to be too dependent upon the
political situation at the time to present a consistent approach to enforcement.
81 29 cont...its mostly response to fires. I don't believe the RO always recognizes what programs we do have that are P2 ~ we tend to stick with a limited definition
of P2(inside a factory 3Rs).
82 34 We have one real "non-performing" GS-13 in our unit inherited from a previous supervisor's poor decision. It is so destructive to morale that we can't demote
people for poor performance, especially given new promotion policy.
83 #32 My sense is that political climate plays a bigger role re the organizational structure than delivery of environmental services.
84 Q29: NPDES has lead EPA nationwide in advocating and carrying forward requirements for best management practices in permits. P2 language has been
incorporated.
85 33. I wouldn't say the unit has "chosen" to disinvest. We were disinvested in, and as a base program, its extremely difficult to cut more. So, folks are juggling as
best they can.
-------
86 #33. Disinvestment. Lots of talk-little action
88 31: RIO as leader according to whom? HQ: yes. Our NW stakeholders say no. I think of us as A leader, one of several or many, it's not a case of needing to be
the one and only. 3 3: Disinvestments were made for lack of resources.
89 Question 31: EPA Region 10 seems removed from really significant environmental issues like the loss of productive farmland, excessive reliance upon autos and
airplanes, unsustainable in-migration to Region, etc.
90 #33. Disinvestments are too often driven by the way we have done (and substantially continue to do) business. The disinvestment process is tainted with the
preconceptions of supervision.
91 P2 is not major criteria.
92 33 -1 appeared disinvestments were made because units lacked staff (FTE's) to perform the functions.
93 I disagree with #34. I believe that the workload distribution is extremely gray. Grade is often overlooked because the need to "get the work done" is higher in
priority.
94 The recent division of 12/13 with respect to acting only serves to make an unnecessary dividing line between employees with no real change in the level of
responsibilities.
95 haven't experienced alot of commitment in my office --mostly reaction to other changes. 33 my old unit disinvested in my old position 35 I never hear any
mention of core processes in my program or through my management.
96 30 We have lost sight of the need to help the state and local agencies do their job better and have adopted an I can do it better attitude.
97 To my knowledge there have been no disinvestments, direction or clear layout of responsibilities. We are waiting for matrix management to fall into place.
98 There is a gross imbalance of work distribution in my office. For example, my counterpart (GS-13, while I'm a GS-11) manages under 10 grants and has a SEE
employee who's been in the program 6 years. I manage 34 grants and other duties.
99 Enforcement is inconsistent at best. There is a bottleneck working through ORC. The process is long and laborious with staff doing all the work to develop
enforcement.
1 34 OMP sups recognize staff abilities to take on higher level tasks, providing the oppor for personal growth, career development
2 34. A lot of work in this dept still needs to be done.
3 35. Our work serves to enable other programs to focus on core processes.
-------
4 33 - I've only been here the last year but don't know of any particular disinvestments made of if there were any it was not specifically pointed out to me that way.
33- If I didn't work here, I'm not sure I would know EPA exists.
5 #33- My office has not been able to figure out what to disinvest in. There is no management leadership because they have no experience in the program.
61 was I would be very frustrated with the mixed messages. Support for enforcement needs to be voiced and demonstrated at every opportunity for awhile (in my
opinion) #32This one should be watched in Air. Management knows problem.
7 During reorg., management for this program asked for input, but the concensus is that that input was not incorportated. Input is now being sought again, will the
results be the same?
8 34 -1 do GS-9 level work, but am paid at the GS-7 level
9 Capping promotions while still allowing highly graded people to have projects commensurate with their bkgds (& also distinct from the unglamorous basic agency
business) is bad for morale. Esp. when lower graded workers take up the slack.
1033. This is like Mao's Cultural Revolution. People with great expertise/knowledge were encouraged to leave our program to "broaden" themselves. Many were
and continue to less satisfied than before. I hope we do better than Mao
-<
*~ 11 later, even though it makes no sense to do so.
12 New Mgrs very unfamiliar with our program. Sr. job not filled in re-org. I was asked to do sr job & prog, mgmt by default (all senior staff left at re-org)
WITHOUT appropriate compensation. Promotion denied. I have been USED. (34)
13 not enough FTEs. One of those 15 salaries could pay for several good students or admin folks - they are the ones that do the value added work!
14 EPA may be one leader. Org. change seems to be a goal in itself. We need some stability and predictability, too.
15 Within OAQ, there appears to be little, if any, effort to implement the core processes - at least nothing in the organizational design is aimed at addressing them.
16 35: We have not invested near enough in aquiring environmental data to really understand the environment and progress toward meeting our environmental
goals.
1731. To public, probably. To regulated community EPA is a shifting oil slick on a pond of unknown depth. 33. joke 7 right? what does "note" mean? Example of
muddled thinking.
18 #33 Terrible question! We didn't choose to divest and the resons were not better delivery.
19 35. Because of the reorganization the focus of management seems to be focused of their agnedas or interests and not on protection of the environment.
-------
20 Disinvestment from mandated activities should not be an option. Lots of former managers could be doing mandated work.
21 the reorg. has had little impact on achieving its goals.
23 32. Reg 10 is commited to making org changes but they have not resulted in better delivery of enviro services.
24 33. We have not disinvested in anything.
25 "Core Processes" These functions have been there all along. Everybody who reorganizes EPA thinks their reorganization is the best. From an employee's point of
view, reorganizatons just waste time.
26 involve the states earlier so were not falling all over each other.
27 31 -We're often seen as an out of touch player who is a good source of funds and occasional expertise. We are rarely seen as leaders.
28 #32 i don't know that much about other offices but in air it seems like no staff member agrees with the current "geographic" organization, opinions have been
voiced but it seems like we're stuck with it.
, 29 34-1 feel frustrated because I see myself doing analyst work (moves) of GS-11 s and 12s in other offices and I only recently got my GS-08.
c^
—- 30 What disinvestment? We say disinvestment, but it never really happens. We just keep adding to our plate.
31 The new offices (enforcement, geographic, innovation) are not matrix managers working to coordinate with the Region as they were presented during the reorg.
Instead they are becoming empires and the media programs seem to work for them!
32 34 The organization is top heavy. Is there a bonified need for all the 13s and above out there? Is there enough work? Is there a commitment from management to
hire more GS-7 and 9? Some lower grades are doing higher grades level work.
33 32 (cont)..Their time is too valuable to staff who are now having to do managment work, in addition to the REAL PROGRAM WORK.
34 Need for technical expertise is questionable when reviewing credentials, experience, and new assignment.
35 35. Strongly disagree because higher grade levels given to "technical" people, and little value placed on "non-technical" people who are handling very thorny
complex & politically sensitive issues.
36 30. The effectiveness of different compliance tools is unknown. As a result, we need to invest much more in this area.
3731 Our programs function pretty much independently. 34 grade levels seem to have little to do with expertise or complexity of workload. 35 By and large, the
listed "core processes" are not things ORC has a role in implementing.
-------
38 29 -1 work primarily on historically (albeit often recently) contaminated sites where prevention is not meaningful
3931. We are a new office and have used the core processes as we have framed who we are, why we exist and how we can add value to the region. They were very
helpful.
40 33. disinvestment is in the works
41 34 - attitude is more "get the work done, without much consideration of grade"
42 disinvestments. But my supervisor isn't involved in setting expectations. Leader in Rl 0: we are not there - still working on who we are & our role. Time for less
self analysis & more external work.
44 any new enforcement cases, mostly because we didn't inspect anyone....alsb, I don't think large companies like Boeing and Weyerhauser need "compliance
assistance". The worst example of improper "disinvestment" is the RCRA program in AK.
46 Haven't been here long enough to know.
47 33: No real disinvestment. Seems we've added new areas and fancy titles but staff is still expected to produce all old beans.
48 (continued from above) by "partnering" and figuring out ways (loopholes) to appease industry and others who are subject to federal environmental laws.
49 15.My immediate manager is GREAT, although this is not something I hear is happening with my peers/colleagues.
50 32. Management made us all go through a change that has resulted in little net change in how we do business, except that we have further weakened our role in
the protection of human health and the environment.
51 35. We're definitely doing more outreach.
52 34: Performance/capabilities are, unfortunately not always related to grade, and we are carrying several high grade staff who are not performing to the level of
some of the lower graded staff.
53 33. Between two offices we reorganized how work was being done which resulted in a disinvest in one office, but a corresponding invest in the other office. No
net change in staff to carry out functions.
54 34. Seems that staff of lower grade levels often work as hard or harder on as difficult of assignments as higher graded staff. Some staff and managers have stayed
in positions too long and lost energy and enthusiasm despite reorganization.
56 needs and our available resources
-------
57 33. I am not aware of any issues/projects that our unit disinvested in.
58 34 Lately, there has been much analysis among staff regarding grade level & work load, which indicates wide discrepencies within and across programs. For
example, GS13 in SF can "get away with doing less" than a GS13 in other programs.
59 We have a GS-13 hired from HQ who doesn't deserve a GS-11 by our regional standards. Who will be accountable for this bad decision that makes more work
for everyone else on our team by their incompetence at team work and partnering?
60 #33 My program is very prescriptive, so disinvestment has been quite difficult. We don't have much latitude to simply stop doing things.
61 Q32: Management's commitment to change differs between managers & between layers of management. The top is far-removed from staff. Why not have more
polls & commit to following up on their results? Why not make staff evaluations count?
63 32: Org'l change for more effective env'l service delivery was the purpose of reorg. So yes. But we're taking a second look now. Will mid-course corrections be
made in the next months? That's your answer.
64 No one really understands how environmental factors are interrelated.
Following are comments to questions 36-43:
36.1 often collaborate with others outside my office/unit.
37.1 am respected and valued for what I know and can do.
38.1 am treated as fairly as other members of my work group.
39.1 see our organization's stated value about equal opportunity for
growth and advancement being put into action.
40.1 am not aware of any prejudicial or discriminatory language or
remarks being made in my work place.
41. In filling jobs in Region 10, competition is open and fair.
42.1 am satisfied with the recognition I receive for doing a good job.
43. The people with whom I work show respect for one another.
1 "Region 10" or "Region 10 Mgmt" does not seem enough like a homogeneous "body" to me that I can say "mgmt does this or that." My supervisor is incredibly
supportive, but don't know that I could generalize beyond that, (applies to many ?'s)
21 think my supervisor tries to recognize what the whole unit does and I applaud that. We need to work as a team to accomplish our work.
3 361 value the opportunity to learn from my peers outside my own organization. My supervisor encourages this/
-------
4 40. The relationship between a person's size and theiMnentai capabilities have been made on occasion - although I cringe, I have not said anything - which I
should have.
5 40. The ability to discriminate is not bad. I use language based on my judgement that might be considered prejudiced or, at the least, negative (eg,
pseudopsychology, jargon-dense and information free,....)
6 42. I feel like my supervisor is so stressed that he nitpiks, instead of looking at the big picture of what I am accomplishing. I am only one person for 27 people
and I can't cover everything 100% of the time.
7 #39-Before the reorg I was acutally experiencing professional growth. Since the reorg, that has completely ceased and seems to be shut off for the foreseeable
future.
8 Many jobs are pre-arranged. It's no secret with anyone. Staff are smart enough now to simply ask the chief in charge if the job is preselected.
939/41: The continued use of protected classes to drive selection and promotion decisions, means that if you are not in a protected class your career is at a dead
end. That is the message our current system sends to people who are (cont'd)
1041 I do not believe the same advancement opportunities are open to talented staff of lower grades as in the past. Seems like we should acknowledge this and
movee on. Face it, we were over-generous in promoting in the past.
11 The hiring practices of this agency are an abomination of fairness. I have been personally involved in at least 3 cases where the jobs were wired ! I knew who
would be the supervisor of a new unit before the unit was even formed.
12 42. My supervisor is not aware of all the tasks I work on or extra hours I put in. I receive a lot of praise from staff but would be nice to be appreciated by my
supervisor.
13 #10-Disagree. Not ALL positions lend themselves to outside collaboration. We who do not, and who focus on doing the core programs should not be penalized
because we don't. If the opportunity exists-do it~don't force it.
14 #39 Advancement? I'm a 12 you know the rest...at this point I'd be happy with a Quality Step Increase but management has not shown willingness to go this
route. Question: how many QSI 's = one 12 to 13 or 13 to 14 promotion?
15 #39. I agree with the caveat that we have a cap on promotions ~ which I think is inherently unfair.
161 am on the fence on a number of the questions because I think as a Region we are improving in many of the areas...but we are not where we need to be.
1738. One or two people do not seem to be producing for the organization appear not to have been admonished and even have appeared to have been given
privileges.
-------
18 36. Not sure of fairness; for example, travel funds are available for some, and not so available for others. There is rightfully a prioritization for use, but
sometimes legitimate value-added needs aren't adequately recognized. Overall,
19 37. I am well respected by my clients and state partners and many of my colleagues but I do not feel that I receive respect from my team leaders, supervisors, or
managers.
20 #40 I've never observed discrimination in the office environment. However, I find diversity programs to be destructive as they divide people into groups rather
than unite us as Americans.
21 Tasks are often assigned to those who will get them done, and not necessarily to the person it would seem most likely to do it.
22 I am respected for my program knowledge but NOT for my technical knowledge, which is actually rather rare in the region. I thought science was valued in this
agency. (37)
23 41-Oh sure! We bring in a consultant and them hire him as a part-time employee. SEEs are mainly clericals. Bah.
^z, 24 19 Employees trying but hampered by lack of direction and support from management.
v
°n| 25 Gender issues in the workplace are ignored except for sexual harassment training, and that concentrates on females being harassed by males. The message
\ seems to be that females can do no wrong and males are inherently bad.
26 EPA goes out of its way to be sensitive and respectful to every cultural characteristic I can think of, except age.
27 39. Staff can work tirelessly and effectively and receive no opportunity for advancement, while those with one high-profile project get promoted. Quotas, not
merit, rule.
28 37-42. I receive a great deal of external support from business, environment, and HQ—but very little internally. (RA/DRA are exceptions.) But spending
additional time strengthing internal support delays external progress.
291 am highly impressed with the overall harmony between people in our administrative working environment
30 Competition for jobs in the Region have been confined to Regional employees so it is not open based on my limited experience
31 As a SEE employee I think SEE's should receive some recognition in the form of plaques at times for a job well done.
32 The previous questions comments speak for themselves
33 There was nothing fair about the latest promotions. If the process was fair all those that deserved promotions would have gotten them. Limiting the number of
promotions precludes fairness from the deliberation.
-------
34 It should have been made clear within the survey instructions whether those completing the survey would remain anonymous or not. A serious omission if one is
to expect a higher level of candidness in responses.
35 421 disagree, in that staff are still rewarded primarily for working on highly visible programs/projects, rather than on continued, ongoing difficult work and
products.
36 36: In my senior non-supervisory position; I have done much more collaboration with other organizations and been able to apply considerable creativity toward
recommended changes to improve our environmental performance. Cont'd in 17 below
37 In this questionare or in the work place, motivation is either apathy or fear. Apathy doesn't make waves. Fear gives control. This questionare will take about
1000/1200 man hours away from work. Reorg has ruined ability to do work.
38 43 -1 agree, most of us do.
39 Most of these last questions dont apply to the reorg.
40 Question 39. I have seen no feedback that leads me to believe the intent has been put into action
41 In terms of the way the Region has hired and promoted people, the strive to achieve diversity appears to be alive and well. However, in terms of the way people
act towards each other, I believe that the Region still reflects, in general,
42 No. 37, there are 3 subgroups in the REU: the risks folks, hydrogeos and Others. The order of perceived support appears to be in that order. The Unit manager
interests are mainly with the risk group, with much less support for Others.
44 42. I receive no recognition for the work I do because I work so independently. My supervisor does not know what I do, does not especially seem to care, and
consequently my efforts & accomplishments go unacknowledged.
45 391 am not at all satisfied with the decision that was made on promotions.
46 40,1 am aware
47 I often feel that the Seattle office employees are given preferential treatment with regards to promotions, awards, and compliments over the Manchester Lab staff
who are not as visible.
48 Opertunities for bright, energetic employees are good for staff positions, generally. Its in management where croniism seems prevelent and where staff are
gathered to build empires.
50 #39...growth is alright but advancement seems to be a matter of being how close one can get to certain management circles, i'm not interested in advancing so
there's no hard feelings here, just an observation.
-------
51 Recognition goes to those who work alone and do the highly visible initiatives, not to those who do the main work of EPA well or those who work well with
others.
52 In filling jobs in Region 10 we seem to occasionally allow outside "stakeholders" have input when in fact the outside stakeholders may be very biased and do not
want us to hire someone that may not allow them to operate they way they want.
53 41 It seems that we do a lot of internal hire or within the federal government. The Region look into hiring the best qualified people from the public sector. This is
very difficult since there are many veterans with preference.
54 42 While recognition for good work IS in place, if you don't take the extra time (which those doing a good job and being FULLY utilized usually don't have) to
ensure management knows what your doing (so they can realize you have done....
55 #40. I can't answer because political correctness has been emphasized to the point that I'm not sure what qualifies as a prejudicial or discriminatory remark
anymore. I'm not aware of any remarks I've intrepreted that way.
56 42. There seems to be a big move against recognizing staflffor doing a good job. To be recognized (verbally, in writing, or by award), you need to have a job
that creates specific beans or be in the right place at the right time.
57 37—Respectedyes, valued ?. Most of my work is done on teams and I don't think that work is valued as much as if I had projects where I'm the sole person
responsible.
58 People know what you can do and seek advice in that regard.
59 41. Competition is definitely biased, but it seems to be the nature of the hiring system and efforts to do minority hiring.
60 yr. survey is too long
61 43. My office tends to be very insular and self-oriented. Communication is very difficult, and I find efforts to avoid it disrespectful.
62 39. sometimes because of the effort to advance and provide growth opportunities, individuals without the necessary technical background are moved into
positions inappropriately- this hurts agency's credibility
63 39 I am concerned about the GS 13 and GS 14 issues.
64 31. We have yet to prove ourselves. Let's wait and see if we can be successful, then ask this question.
65 37 There is a strong feeling of jealousy and distrust towards our lawyers in some programs, particularly at management levels.
66 36-8,42-3 - Some undervalue legal input, especially when they see it as creating obstacles to doing as they might please. But not surprising given lawyers' well
earned sullied reputation in society
-------
67 43. In OI and those I work directly with I see much icspect. I also experience those in the Region who are disrespectful of me and OI - because it is new.
68 My supervisor and working group value my opinions.
69 40 how broad is workplace
70 42 - true with respect to current immediate supervisor, but distinctly NOT true of my work from '92-'95!
7 1 There are too many contradictions in "Assignments not positions". I don't think opportunities will be available for those in 1 2-1 4 grades. And - you have to fit a
certain mold to be selected. We have a long way to go on diversity.
72 43 : We are encouraged to work with the "good guys" and not others ( those who are disliked by our supervisor)
74 Re: 39. My sense is that fairness in matters such as work assignments and pay is impaired by increasingly tight constraints of seniority and budget. I am aware
talented people who do have access to more rewarding assignments because
75 40. I hear unethical comments made about individuals, and there's gossip in the elevator lobbies. I haven't heard any prejudice remarks
76 Due to the lack of funding, there aren't any ways by which to truly "reward" superior performance, i.e., promotions. It has been decided that the Region is too "top
heavy" grade-wise, thus, the ability to get promoted is almost nil. Thus,
v
78 Haven't been here long enough to know.
CT'N
79 36 Reorg hasn't changed culture. The same old (non-collaborative ) personal behaviors & beliefs exist. I switched divisions & am still meeting resistance to the
fact that what I used to do has strong connections to my current job. Perhaps
80 41 : Little evidence of fair and open competition. Mgmt division and RAs office do whatever they want - Darla position was filled as a lateral before she'd even
retired; RAs secretatary job filled from outside sent wrong message; AGO job
81 39. What ever happened to assignments not positions and rotating managers?
82 39 and 41. I disagree because of the way the senior management positions were created and filled; some appear to be make work. Also the hiring for two recent
positions I am personally involved with was definitely not fair and open.
83 As long as employees in Region 10 tow the line (meaning, are DRA/RA thinking and style adherents), they'll get somewhere. If not, there's no place for them in
the region. Consequently, there is no diversity among members of the Executive
84 39 - entering management is a less realistic prospect for many staff since the reorg. But, the reorg has also...
-------
85 16. Yes, BUT sometimes it takes internal pressure and dragging them to do it.
86 #37 I am new to the job. while I am respected as a person I have not been doing this long enough to be respected in my opinions...! am not disrespected
either...rather I am the one who asks the questions....
87 41. In shifting workloads at the office level criteria for reassigning staff is not provided thus frustrating staff who wish to change assignments. Opportunities are
announced but decisions are made by management without feedback to
88 37. Management only respects and values staff if they agree with mgmt's views. If staff disagree, you are either a dinosaur, living in the past, or not with the
program. 38. Higher profile sites get resources, kudos and mgmt. attention.
89 39 - Equal opportunity is not always administered to minorities much less employees with time in the agency. We are HEAVY (GS-12) and should accept that
lower grade employees can be trained. This will promote and create opport. for all.
90 42) The standard for advancment within an office is unclear. Supervisors are never proactive in discussing promotions (the strongest form of recognition), but
wait until they are pressed. All discussion is focused on 13/14/15 advancemnt
91 39 & 41. Ex-supervisors who are now senior non-supervisors have a definite advantage in applying for promotions and new positions. This unfair advantage
needs to be eliminated. .
92 40. On several occasions I have heard such remarks, but in all instances, other staff (including myself) have been quick to challenge the individual on his/her
statements.
93 Our diversity program appears to have taken priority over our merit program.
94 Upper management beyond immediate supervisory staff bairly understands the value of CEPPO activity to environmental safety in the community.
95 46. There is plenty of empowerment, but in many cases you're given just enough rope to hang yourself. Management does not necessarily support staff when
risks are taken.
97 42 i am very adequately paid for my services which is how i like to be recognized
98 38: Some members of my work group that need help are encouraged and coached less that those that have highly visible work efforts. Additionally, efforts that
the supervisor feels most personnaly comfortable with, receive most recognition.
99 43 I would like to see greater leadership exerted in redirecting those in the office who insist on being negative, critical, and challenging of everything. We have
allowed this behavior to continue with an "oh its just so and so, and
100 41-there remains a belief that certain positions are "locked" however, since there are few job openings this is becoming mute.
-------
10138 Unfortunately those that "blow their horn loudest" get recognized the most. Used to be that managers were responsible for knowing their staffs work loads,
achvmnts, probs. Since reorg. the staff is now reqd. to inform mngmnt of such.
102 41, I strongly disagree. There is no oppotunities for those in the Adm. ranks to move up to the EPS type positions. There needs to be more Bridge positions,
and EPS positions opening up at the GS7 level, not just at the 9/11 /12 levels.
103 Promotions don't seem to be based on standard criteria
104 39. If we don't hold to some form of rotating assignments (as outlined by the "Assignments not Position" workgroup, then the OPM system will lock us into
topping out our careers. Don't restrict career growth to the existing 13/14/15s.
105 One staff person, in Ground Water Unit, doesn't relenquish control easily, doesn't allow others to conduct work the way they feel it's best to be conducted, and
negatively judges other's habits and hours. GW staff dislike working w/®.
106 39. Budget and ET policies have played a big part in making this NOT happen as equitably as possible this year (eg more focus on 13 issue than lower grade
problems).
107 40/43. You don't even wan't to know! Disrespect and morale eroding rumors are rampant, many staff feel obliged to pass along as fact any juicy bit of hearsay
they come across. Juvenile unprofessional suprises abound.
108 The cap on 13's, 14's strongly limits growth. We're wasting the potential and morale of an experienced workforce. I don't mind a long wait for 13s. I strongly
dislike rationing them when deserving folks are long overdue.
109 #38. Not by my supervisor.
110 Discussions outside Office are rare unless direct related.
111 40 - comments, jokes, and gestures are made that are sexist, of sexual nature, and inappropriate and unnecessary. I addressed it and it has slowed.. .but still
present.
112 1 am "On the fence with #42" 42 There is some recognition, but definately not enough. I think there's a lot of "good work" that goes on unrecognized every day.
113 #39 - it appears there is a group of selected people - mostly ex-unit chiefs that will become experts of sorts and eligible for promotions. So, if you're not already
in that group, the future is bleak for you. (continued below in 17)
114 39 People in the Operations Office are viewed as having gone native so we rarely even apply for advancement.
115 #36 There is little collaboration with staff outside unit, only attorneys, who are not always available in a timely manner.
-------
116 Since supervision for time and leave are done by the Ops office directors yet supervision for tasks and performance is handled by supervisors in Seattle there is
an unfairness and lack of consistency.
117 40. In my presence in Seattle RO, white employee made discriminatory remarks to black employee and succeeded in getting another black employee terminated.
1 I consider EPA the best agency I have every work in when it comes to opportunity, respect from management, innovative ways to do business
2 41. In several cases - if a person doesn't fit in a job, or if they complain enough about the job, they get Details to other groups doing work others would love to
have the opportunity to do, but are never given the chance to apply.
3 42. I receive positive feedback and appreciation directly from those I serve, far more rarely from my supervisors.
4 #42 - Before reorg, I received excellent feedback from management and peers. After reorg, I have received absolutely none from managament and less from
peers.
5 Recognition in this region seems to go to staff in the new offices or those who worked on the reorg. Many times we've witnessed awards to those doing "fun"
projects. Those asked to do "real" work during reorg got no awards.
i
Q 6 not in a protected class.
7 (cont'd from above) When I brought my concerns to the branch chief making those decisions, she told me that no decision had even been made to create the new
unit. 2 mos. later, the unit was created, and that particular person was hired.
8 #39-disagree. Being an 11 for the last 3 years, and now having the new rules for promotion, I feel that those who slipped in under the old way are very lucky....we
got the shaft!
-------
9 #42 Our managers do not seems to appreciate or show recognition and combine that with no chance for promotion and you've got a bad combo. Management
recognition is many times more important in view of the limited promotion potetial but
101 don't think there is any intent to be unfair.
11 43. This used to be true but is much less true since the reorganization. Rude and inappropriate behavior seems to be construed as a form of "diversity" and is
therefore not only acceptable but to be encouraged.
121 see positions of authority in the hands of some who do not know how to use it or to delegate it.
13 I see very little chance for growth or advancement after working VERY HARD for a year to re-invent a downsized program at a higher grade level and being
denied the recognition and promotion due me. (39)
14 Some co-workers have a knack for looking right through another person, as if there is no one there. This does not show respect for diversity. We should be able
to allow some heat to enter our meetings.
151 personally find it annoying to work with some younger people who are unaware there was such a thing as a
1641. C'mon..deals are still being made to detail staff from other EPA who are then deemed so talented they must stay (w/their high grade). Exe. work out deals for
favored staff to'move to another region and then tell supervisors about it.
17 Cont'd from 16: Unfortunately I don't know if the Regional management will adopt some of the procedures we are coming up with to improve our environmental
performance.
18 My feeling is that even if everyone said that they wanted strong enforcement and an enforcement division as HQ identified and recommended, it would not have
happened. So this has all been much adoo about nothing.
1939 More opportunity exists for management than technicals
20 our society on a whole. Overall, the formal ways with which we act towards each other is fraught with politcal correctness (we can thank the litigious nature of
our society for that) and in addition, the private ways with which we feel
22 Most lab staff co-workers continually do excellent work and a lot of it but this is an expectation here. Usually the lab staff only get recognized for the few times
analyses did not go well.
23 We don't always hire the most knowledge but instead we hire the person who won't upset our stakeholders.
24 42 (cont)..a good job, because they are so "thin" in the new org it is impossible for them to stay on top of what everyone is doing), you will not get recognized.
More than ever, those who can better sell-themselves and push the right....
-------
25 #41. I don't agree that jobs are filled openly and fairly because the civil service system has certain rules that make it difficult for everyone to compete equally to
enter it. Internally, jobs have been created with staff in mind.
26 42. Management consistently recognizes "stars" and ignores the working joe who is often covering for the "star". Crisis management is recognized and awarded,
but diligent work is not. Current award system does not recognize good workers.
27 42—Outside of my program, I'm satisfied. Within my program, I'm not. I've been told it is difficult to judge my impact within the program because I'm on teams,
many of which are regional rather than program-specific.
28 Little or no advice given on how to handle in the field decisions
29 32. I hope so, but it is yet to be seen. Does management really hve the guts to make tough decisions? I wonder!
30 42 Often my best work is unknown, or actually at odds with others in the organization. The organization tends to give less recognition to substantive work than
to bureaucratic nonsense.
31 In general, office group does not value my opinons
32 People are still in denial and think that they don't have prejudices (living here in the pacific NW). First people neen to realize their own issues - then we can start
moving forward. So much is placed on acting a certain
34 those holding the assignment are more senior. Attendant to this is the frustration of knowing that higher grade levels are harder to attain now than was the case
when the more senior employees were reviewed for promotion.
351 think it is very difficult to motivate the employees. After all, getting a pat on the back or a "well done" from a supervisor is nice, but it doesn't pay the bills.
37 36) this is a matter of egocentrism in each program. Feel like I & a few others are consistently going more than halfway to meet the "other guy" on the road to
X-program understanding & so forth. But I will keep at it.
38 39: Mgmt and staff aren't dealing with longterm position mgmt and grade issues: attitude seems to be "IVe got mine, too bad there won't be promotions/money for
lower grades
3 9 42. The lack of promotion potential and the pass/fail evaluation system is making recognition of good work much harder.
40 (continued from above) Team, or even among unit managers. Those who were cast out during the reorganization will remain so and any who appear to show
those characteristics but were not affected by the reorg, aren't going to get anywhere if
41 resulted in many of the first line supervisor jobs being less attractive...
-------
42 17. Yes, if you ask, you have to follow up on what the community requests or ALL your credibility is shot.
43 interested staff. I have sought opportunites to improve the challenges of my assignments but have not been chosen because it is not administratively expedient
(e.g., requires minor shifts of work.) Since I usually have a full work load I
44 39. You get growth and advancement if you work on the sites important to management. Otherwise, you don't count. 41. A job was recently advertised as wide
open, but the selection was an expedient one, not based on job skills or exper.
45 41. ® just blew that one completely in how she filled behind ®. And when questioned, she didn't admit error - she tried to justify her process. Bad move.
46 Inforcement is overemphasized outside of CEPPO work. The value of cooperative work, training and technical support "with" responsible
industry/govemmental/private oaganizations environmental remediation 'low priority' for upper managemen
4740. I am aware of overt sexism that occurs.
49 40: My supervisor did not get a particular postition because (supervisor's statement at a staff meeting, not mine) "not the right sex or race."
50 43 cont. ) they are hot blooded or they like to be a rabble rouser. It needs to be stopped.
51 No opinion regarding equal opportunity; seems some positions are tagged.
52 41 - sometimes it's who you know, rather than knowledge, skills, and abilities
53 I am "On the fence with #39" 39 There is not enough support within the Offices and Region for junior graded/entry level staff members. More care and thought
should be put into how to train and orient them to the work we do.
54 also, if you're a GS12, you can forget about being promoted to 13. Also, GS12's feel slighted because even though 12's have experience, 12's can no longer act
for managers, must be GS13 now to act. A definite insult to injury.
55 #37 I used to be considered "senior or expert" in my field, but since I moved to the OPS office my capabilities seem to have be devalued. I feel overlooked for
interesting or challenging assignments.
56 The ops office director will not allow comp time or exchange time for extra hours which are necessary to travel to implement regional programs yet staff reporting
in Seattle are given much more flexability and are compensated for time spent
1 42. Only certain individuals get recognition, those that are the most vocal about what they have accomplished, that brag about their work - some people just do not
feel comfortable being that boastful- but deserve as much recognition.
2 #43 -1 actually see more antagonism between peers after reorg
-------
3 42: Because unit supervisors are so overloaded they have little time to be aware of what good work the staff is doing and, thus, often don't recognize it.
4 These kinds of things are common knowledge and common practice! It really MUST STOP!
5 #4 1 -Disagree. We seem to slip in people from other regions, HQ and outside rather than opening up the positions to our own people who are burnt out and need a
change. We should offer to our own FIRST and then open to others afterwards.
6 they don't seem to realize that or they are so overwhelmed they don't have time or they don't care or they don't know who's doing what or who deserves it. Any
combination of the above has the same result.. low moral
7 Fairness only for men, women without children, & highly-graded staff. In past 5 yrs, only men have got sr-level promotions & "gold medal" assignments in my
prog. Raising concerns gets response "then you can leave". (38) (40) (41)
8 Diversity training should include gender issues, and the hurts inflicted upon males as well as the hurts inflicted upon females. It should include respecting the
wisdom of older people and listening to them.
^ 9 "professional" work environment prior to "teaming". Differences of opinion about the above s/b tolerated.
_, 10 42. Promotions, recognition and awards go to the same people. I've received many awards in other federal and state agencies - nothing of note here.
V
1 1 Old joke was to promote deadwood managers into closet jobs with no responsibilities or authorities. Darned if it didn't happen. Well we made the 1 1 to 1 ratio
anyway.
12 or act towards one another (informally) is the same (be that what it may).
14 We hire people who are not risk takers and let our stakeholders "push the envelope" of legality
15 42 (cont)..buttons, are the only winners. Additionally, there is NO incentive to fully maximize one's time. There is NO disincentive to those just cruising along.
EPA culture does not encourage frank evaluation.
17 Inspection reports accepted with few questions.
1839. There is general inequity of opportunity because all functions do not have the same level of potential. This is an obvious fact of life that doesn't seem to be
acknowledged.
1 9 43 In the competition for power and resources, there seems to be a lot of jealousy and mistrust of our legal staff, particularly among some program managers.
20 1 am afraid to express my opinions to the large group
-------
21 way or who you know or who likes you. Diversity is more than the color of a persons' skin or their gender, what about personality differences and admitting that
people have prejudices?
23 The result in some cases is more talented people with less seniority getting less pay and less rewarding asstngments.
25 (continued from above) they try now to get into management.
26 25. My personal performance, not overall office performance.
27 am not chosen for new opportunities. I find this very frustrating and disappointing.
28 42. Recognition is only for those who make their "beans" and work on high profile sites. If you arent involved in either of these, you don't get recognized. 43.
Respect is at the staff level, not always from management to staff.
29 42. I learned long ago that the best recognition is knowing yourself that you did a good job. Other recognition is inconsistent at best, so I don't really pay
attention to it.
3143: Common respect is shown by some in greater and lesser degrees based on the job one holds. Yelling at or blaming support staff and administrative staff
seems to be a tolerated behavior.
32 There exists some acceptable friction between staff, but overall it does not affect performance.
33 My job is very detailed and demanding. Every task is a priority w/short deadlines; and tho I have the job title of other office managers, I have no administrative
tasks. But it appear there is damn little change for reassignment or promo
34 Lincoln freed the slaves, EPA staff should not be expected to work long hours beyond the 8 hour day and not be compensated in some manner. At least be treated
as professionals and awarded flexability.
Following are comments to questions 44-49:
44.1 consider myself a leader within the Region consistent with
Region 10's Leadership Philosophy.
45.1 believe that staff and managers in Region 10 have embraced
Region 10's Leadership Philosophy and are acting accordingly.
46. Select the answer that best describes your feeling about the
level of empowerment you have in your current job.
47. How empowered are you by your manager/supervisor to make decisions in yo
majority of your work.
-------
,
48. Select the answer that best describes the level of decision making
empowerment you would like to have in your job for the majority of your work.
49. Select from the items below those that are most important for you to ge
empowerment you desire in your job.
50. There is a clear understanding of what our team is working to
achieve.
1 This survey was somewhat difficult to answer because place-based staff have limited contact with the unit or office they are associated with in Seattle.
2 #54. The Hanford project office was not directly affected by the reorg. who we interface with in Seattle is slightly changed, but that is about all. We were already
doing what the reorg. tried to bring to Seattle.
3 OPS Office personnel are generally left out of most Region 10 activities. Many questions I could not answer because I do not have an easy view of Region 10's
goings on.
4 729-It's supposed to be the soliciting first choice. How does this apply to Superfund?
5 Need more atonomy to make personnel decisions that make sense for my group.
6 45 Most sup's in Rl 0 DO exemplify good leadership ability; however, some seem to be unable to effectively handle personnel related problems-they ignore them
and run from them, letting them fester
7 My super encourages empowerment as long as it is not against policy.
8 OTHER: If my supervisor provides little if any value and is in fact only there to meet 1 : 1 1 or to "fill the box", I'd like to negotiate ah employment contract and
eliminate being supervised. Why have it if it does nothing.
9 #47 the supervisor is new and so far has been too involved in daily business decisions
10 44. But, I refuse to fail to value a colleague who does not appear to be a leader (as defined).
1 1 45 - 1 have seen a mix—some have and some have not
12 General overall comments -- Region seems to have a morale problem. Lots of unhappy/disgruntled staff.
13 Q's ask "you" but alternatives say "staff." There is a difference.
14 1 accidentally answered the first question which follows (#50) even though I'm not on a team; please ignore that response.
-------
15 Empowerment has decreased since reorg due mainly to a managment team with little to no program experience and a hesitancy to allow staff to perform jobs (i.e.
overmanagment and duplication of management)
16 46-48: I am almost completely empowered to do my job (including defining what the job is).
17 47-48 The managers I work with run the gamust fromtoo much involvement to not enough. These questions are situational. Most of all, I want clear and
consisteent signals, and I often get conflicting or unclear signals from some managers.
18 46 i do have a concern that our empowerment is not strategically aligned resulting in dilution of our efforts
19 49. support...! am working in a area that was gutted with the 123 decisions and movement of staff and I was new myself. I need knowledgeable staff to learn
from and their are none. I'm flying by the seat of my pants dealing with one
20 47 - new management has trouble making decisions at all
21 #49: We need objectives and strategic guidelines and directions within the program. We don't seem to have this & this is why I feel we are "too empowered."
22 My response to question 48 is very issue specific. I could have selected almost any of the response options depending on the issue.
23 47. A mixed bag; sometimes alot of input is considered; other times, inadequate input is used.
24 #44:1 would prefer that others judge my leadership role.I have no clue. #46:1 think the answers are poor. What does "more than ideal" mean?
2545. The leadership policy is meaningless.
26 Many staff see leadership philosophy & empowerment as license to "over-rule" mgmt. Unit mgr has said "we are doing it my way because I'm the manager". We
don't get it yet (45)
27 46- What happened to "Can't Answer"?
28 I'll restate my former assertion: our executive team needs to spend substantially more time as a team on substantive environmental issues. Cross-media work is
going on at the staff level-but practically zip at the executive team level.
29 SEE training needs should be made as important as the needs of Federal employees. If someone needs particular training to do their job, they need that training
whether or not they are Federal employees. They should not be at end of line.
30 44.1 believe I'm a leader consistent with RIO philosophy despite RIO upper management, not because of it.
31 46 - Unit manager not yet up to speed on program so deferring to me on decisions that should be made at the manager level (i.e., decisions that are not within my
-------
area of responsibility].
32 Management needs to understand the difference between "form" and "substance." Developing a plan is better than nothing, but "implementing" an environmental
change that make a difference is the target.
33 need more people and travel to do work!
34 49. As GS-14,1 work very independently and successfully in developing a new, very cost-effective environmental cleanup technology. But mid-mangement
support still lukewarm, eg, "Is this something we should really be doing?"
35 47. My view of our manager was that he used to make decisions with little staff input, but that is based mostly on his interaction with me, since he rarely talked to
me, unless I came to him.
36 46) Ideal in the sense I am a new employee. As I grow into my position, I will willing accept additional responsibilities.
37 46. Would prefer more interaction with supervisor (who has not been present) and team members.
38 49 - The problem of empowerment is with having the resources to ACT, the answers are all necessary for empowerment, I need time, money, and additional staff
time/ support, ie: an assistant to do admin, work like filing, screening calls, etc
401 need to have my job expectation to be more reasonable. I am asked to do too much.
41 How can one speak about leadership when: it is not clear to anyone what specifically is required of a 'leader' (i.e. management) at a particular level and in
general, e.g. leadership qualities, responsibilities, (cont'd in #20)
42 49 Techincal training & support from my peers (some at EPA & others outside the agency).
43 49: in to understand the condition of the environment and our effectiveness in achieving environmental goals, we need to invest more in data aquisition and
tracking environmental progress.
44 This unit is working well. Reorg makes work less viable.
45 #46 Another New Age word that is overused. In many cases it is a substitute for not being able to make decisions or spreading the blame.
46 49 - Other: Technical training.
47 44. Expretise and experience not taken into account by management in enforcement decisions.
48 Question 46. My immediate supervisor provides an ideal level of "empowerment". I do not have access to other staff and do not have the knowledge that the
-------
products I provide are being used
49 49 My immediate supervisors are great- very supportive. Some of the managers from other offices are less so.
50 Need more entry level technical staff resources to build a quality data infrastructure.
51 Managers need to understand the programs
52 Question #46- some program stafl7managers still hang on to decision-making without equal weight from field staff who are at "the point of delivery" for the
customers 1
54 48 What I put was what I hope will be in the future after I become familiar with this job. What I have now is fine for where I am at now.
55 49 - more $ for travel, conferences, and symposia are needed to allow empowerment to succees
561 am a SEE employee and therefore many of these questions relating to EPA professionals I am unable to answer.
58 49- Recognition of existence. The Ops Offices are routinely recognized as part of the organization in distributing information and being included in Regional
-------
68 47,48,49. As a SEE/Administrative Staff person, these questions are very difficult to answer because we have no real empowerment at all.
69 "Headquarters" appears lacking in technical capability to make good decisions or the polictics of the agency does not allow it.
70 47. Many times manager makes decisions without staff input (not personnel). This causes staff schizophrenia. However, we have been bringing this to his
attention and raising his awareness.
71 #46-the decision making process is not used to determine who is the decision maker on a particular issue, consequently, empowerment is often undefined, this
leads to low morale.
72 45. The staff that is acting accordingly essentially already was, and only a few of the managers have changed their spots (granted it's a tough change to make).
73 The decision-making process is more collaberative than the questions suggest. Sometimes I get limited management feedback for a decision other times the
decision is really or should be a management decision. Other times its in between.
74 weare basically an office of two doing the job of way more than that - it is tough to feel empowered when you have so much more work to do than there is time
for.
, 75 48. with the opportunity to have extensive manager imput as needed in appropriate situations, empowerment without direction equals \chaos- good solid
-•- direction-and even decisions made by managers are necessary (even if contrary to staff
76 Empowerment - there's another arena that appears to me needing clarification. I basically observe people doing whatever they want to do when they want to do it
without anyone (mgmt) querying whether or not the work activities being
77 #49-Administrative/Logisitcal Support
781 checked change in position description by mistake.
79 49 ORC management is fine in this regard. The main problem is coordination with DOJ, HQ, and the U.S. Attorneys.
80 46-9 - Questions miss crux of matter! ORC has no real power so answers are irrelevant. Program Management should have say, even veto, over staff team
decisions, but both (staff decisions & management input/veto) should be documented, -next
81 45. Staff and managers are scared and skeptical of the Leadership Philosophy. They have not embrased it. It is still something on the wall and UM's and OD's
have not had the courage to integrate the Leadership Philosophy feedback.
82 define teams.
83 49 - Regional investment in the initiative I am leading
-------
84 I don't think that hardly anyone "embraces" the vision. I don't think that ownership exisits. To me it seems like one person really developed the vision - not even
the Exec. Team. I also don't think there is enough focus on keeping
86 More resources need to be devoted to our regulatory responsibilit ies to do them well
87 I feel empowered within ORC, but less so in dealing with Headquarters or the politics of a situation.
88 #46: Level of empowerment limited by Headquarter/DOJ restraints and lack of flexibility.
•90 49 Find it interesting that "more time" is equated with "disinvestment". However Freudian it may be, I'm wondering if that's maybe not the problem with
"disinvesting" - see earlier comment. Is disinvestment a way to get more time for work
9149 Support from other managers in my office whom I work with frequently.
92 45. While it is nice to have the leadership placards in the hallway, ECL managers are not leaders.
93 Empowerment is working together toward a common objective where the decision is based on sound science, respect for staff responsible for the project and
follow-through on the part of management when a decision is necessary. It is not
^, 94 49 - Managers are important in decision making because they have "cross-cutting" information. If we had better info exchange, we would be equally qualified to
CP have a stronger hand in those decisions.
95 22. Other than a supervisor (2xfyear), I've never received feedback from anyone else.
96 #49, again I need more training and OJT. Technical support sometimes has not been very good (ie, lab support)
97 47-49: these questions seem written entirely from a staff perspective... so they didn't work for me as a manager. So I didn't answer them. I'm plenty empowered,
but the questions don't quite get at it.
98 49 clearer definition of the roles between staff, unit manager and office director. The organization needs to know that they are to utilize peer review to maximum
extent possible.
99 The answers to these questions on empowerment depend on the person's grade, experience and the issue.
100 44. I consider myself to be a leader amoung my peers, but I am not always consistent with regional managment philosophy or approach to envrionmental
protection.
10149) more discussion with supervisor at more frequent intervals
-------
102 49.1 really don't need anything, jst need to know that management is comfortable with how empowered I think I am!
103 Addotopmal iunding for outreach, training and technical support activities needed.
104 53. Delegation is unclear among the team, the team leader, the unit manager, and the office director.
105 my supervisor supports my need to be able to make commitments in the day to day with general review
106 45: staff has embraced, managers are more hesitant to recognize the leadership skills of those around them.
107 49 - In selecting "Program Training", I mean on a technical level. I know the regualtions well, however would feel more comfortable with ongoing technical
training to stay on top of ongoing advances in environmental science and technology
108 48. The level of empowerment is going to be based on the "maturity" of the individual. In other words, degree of empowerment is largely dependent on what
that person can handle.
109 empowerment is not given; autonomy and authority can be given; empowerment comes with experience, knowledge, technical expertise and demonstration of the
appropriate use of these things
-- 110 grade level
111 We have fewer managers and more senior technical people than ever. Managers need to demand independence and leadership from senior staff (GS13 and
above), and then trust recommendations from those staff in all but the most critical issues.
112 49. Part of my work involves being part of a team with others in my unit. I think we still have work to do on making clear what roles/responsibities are and
could improve our decisionmakin g process. Our unit supervisor could help in this
113 #47 In general the staff is empowered to make decisions They are invited to bounce ideas off managers and certianly are to keep mgr informed as to decisions
made that will be of interest to the mgr.
114 Re 46 & 48 - What seems to be lacking is adequate time/opportunit y to form coherent regional strategies as a basis for an individual to then take action. Salmon
is an example, as is Col. R. issues. Often not clear who is in charge.
115 Q45: There are those among us, both managers and staff, who prefer command & control. These folks have & will continue to resist the leadership philosophy.
As managers they seek to rule. As staff they refuse to initiate, or move without
116 46. It's ideal for enviro/program decisions, way less than ideal on personnel/budget. Unit Managers have had 0 empowerment this past year on managing these
issues - it's all been ET. Maybe not a fair reorg comment as it was budget driven
-------
1171 feel I have untapped leadership potential, and that i frequently have made up for lack of challenge with busy-ness.
11849, "more time" does not mean here disinvestments, it means more time ==> resources.
119 Question 46: I'm appropriately empowered to perform most of my responsibilties. However, I'm sometimes not consulted about important decisions that affect
me.
120 #46,47,48. Unfortunately now, as a result of my experience, I seek autonomy in program decisions. I feel my supervisor just doesn't understand or care, and as
a result, is effectively obstructive in the implementation of my program.
121 Manager closely involved at critical times.
122 The survey has a lot of statements about Reg. 10 employees and how they work/feel in general. It is very difficult to make broad general statements about how
the whole region feels or works and my answers reflect my knowledge of my unit/of
123 #45 - the statement regarding all employees are leaders is largely regarded by staff as a joke, especially by gs 12's who can no longer be acting managers.
124 45 Some staff, some managers. Sometimes "empowerment" is used as an excuse to not deal with staff needs. In general the cart is before the horse;
^ "empowerment" not clearly defined; expectations precede the ability. I have never had a
t
—- 125 47 I am an inspector and operate mostly in the field without supervision.
126 49 - for tea agreements, knowing the programs will invest resources (or having their resources prioritized enough to be able to make firm commitments)
127 #46 There is a difference between empowerment and abandonment. The unit manager should continue to show an interest in staffs work, w/o having his fingers
in the pot. Empowerment doesn't mean no direction and no interaction.
128 I have been concerned that performance discriptions and agreements have not been brought up to date by new supervisors since the reorganization.
1 Most questions irrelverant at OPS level, not enough regional contact to be able to answer some questions or compare situations.
2 #33. I strongly disagree because no one has articulated say disinterest that are being made and even if there were, nothing stays a disinvesetment if someone with
power or persistence askes about it.
3 730-1 doubt that anyone is "clear on the mix of activities that results in best compliance."
4 Need more time to develop and execute a budget plan. In the current environment it is nearly impossible to plan effectively, which impacts the staff adversely.
5 49 My sup seems to sense the level of empowerment best for me based upon my abilities. I don't have to beg for empowerment, it's just there!
-------
6 creativity is encouraged as long as it is not against policy.
7 49 - As a manager, it is extremely difficult to take on new issues while still trying to mentor/supervise and deal with day-to-day happenings of 16 people. I feel
I've been given "empowerment" but don't have time to fully embrace it.
8 #53- There is no delegation of authority and I have to get both team leader and 3 managers to sign off on actions. PRior to reorg I required one concurrence from
my immediate supervisor and that was enough. Now, we have a highly - con't
9 49: To do the job better I need manager support in terms of his time and in terms of having the financial resources to do the job properly (mostly travel funds).
10 crisis after another and learning from the state and HQs mostly as I go. I needed some training and time and got neither but I survived. Let's make a point not to
do that to people in the future. Managers MUST talk to staff and know
11 49 - management educated in our program would be invaluable for empowering all of us
12 46. What does "empowerment" mean? An excuse for managers to be incompetent; for managers to blame staff for politically unpopular decisions? for managers
to accuse staff of not being team players if they are unable to get needed input?
13 Empowerment is moving target. Mixed messages. I'm held responsible for "doing things right", but am chastized for risk taking & have no authority to fix things
that aren't working well. Empowerment here is a mgmt cop-out. (46)
14 With freedom, there comes a great release of energy. With much autonomy, a person's mind starts focusing on options, and on the best way to get the job done.
They claim ownership of their work.
15 46-49.1 like my job/empowerment. This is due to my supervisor's trust & his style meshing w/my own. My fear is that I will be forced by others' uninformed
decisions to operate differently and unhappily.
16 Mgmt needs to decide whether they want everyone inside the agency to "feel good" about themselves, or whether they want environmental results. So far, it seems
that they only want the gloss and slick.
17 49.1 need to change my PD in order to feel comfortable with the level of empowerment I operate under.
18 49. Need more guidance on regional priorities/needs.
19 TEAMS -1 can't determine if I should respond because there is a team w/team leader that I am associated with however, I donn't know if it is official and it really
never functioned as a team at all. So, I have chosen to not answer.
20 accountabilities; what baseline is used for a particular leader so that improvement can be recognized?; what objective standards are used to select managers?;
what is done when a manager does not achieve a set level of performance? etc etc
-------
21 In general the reorganization used a great deal of time and resources that could have been better spent doing real work related to protecting the environment. The
results of the reorganization, reduced moral and the creation of positions
22 45 -1 disagree because I don't see much evidence that the leadership philosophy has been warmly embraced, particularly by managers.
23 50-55 Some teams work very well while others don't. It depends upon the people in that team and especially with the team leader's way of interacting with the
rest of the team.
25 suspect the other remote locations, based on size and possibly management obfuscation are similarly in the dark on occasion.
26 Its the bad apple that spoils the barrel not the position of the apples. Your time is better spent weeding out a few bad apples than rearanging the bucket.
27 Generally, there has been a shift toward more empowerment, but many staff struggling with this...
28 My job is performed "in the field". It is necessary that those in the office know and approve of your inspection selections and execution.
29 General comment on empowerment: I'm empowered because I take it. Not all feel comfortable doing so. Supvr has no time to direct work and make decisions.
If employee has impaired judgment, then empowerment just causes program and (below)
30 One area of decision-making which I think is management is performance review. While I think solicitation of staff input is important, placing the burden on the
reviewed staff to solicit input is inappropriate as is shifting the decision-
31 engaged in directly contributes to achieving the region's/office' s/unit's goal. It appears to me arrows are not aligned but pointed in all sorts of direction. Lack of
the clarity of the parameters people can work within (be empowered)
32 Presently, when there are differences, senior program management pressures, cajoles ~ some more subtlely than others, some even unwittingly, false consensus.
33 45. There is still a wait and see attitude from employees about what supervisors are going to do with the Leadership Philosophy - until supervisors and CD's
ackowledge their role in integrating the LP attributes into their feedback process
34 the vision stuff in front of people. So - If unit managers forget about it then how can they act by it:? Also - some supervisors are concerned about how they are
doing - not so much acting by the vision. I think that some are thinking
36 #49: To "empower" Region 10 staff, we need more flexibility and decisionmaking without HQ/DOJ veto.
38 49) at a personal, desk-level instead of a honest, thoughtful process for selecting environmentally high priority directions & work?
.39 (continued from above) discounting the facts in order to make expedient decisions or to avoid responsibility. It is not to appease those who may be affected by a
difficult and perhaps unpopular but wise decision. It is definitely not to
-------
40 20. Yes, but only once a year.
41 46,47,48 Empowerment...empowering staff is not an excuse not to demonstrate leadership and taking the reins when necesssary. My ideal situation would be
"some" management input, not limited, not extensive.
43 45. Management has embraced the leadership philosophy, but I don' think staffhas. Most staff don't like where management is leading us.
44 47 & 48: option not available - staff decides with manager input and other manager changes plan.
45 49-cont. - and to utilize my contractors more effectively.
46 49. What we need is for the Exec. Team to let our outside customers/stakeholders know that the staff is empowered to make decisions.
47 the workload is often very uneven within work groups; also failure to fil critical vacancies lead to a poor level of morale when work doesn't get done, i.e., NPDES
permits reissued/issued for facilities that have changed status and need cov
48 Our management promotes people to senior grade levels and then does not demand independence and trust them. It's a clear contradiction.
49 Q47: ® manager prejudices staff input by shopping for answers which agree with his inclinations. He's a terrible listeners. This question is biased by one's
supervisor's style.
50 It's dangerous to have staff empowered leaders and risk-takers when managers are too busy to oversee.
51 Would be good to have a Unit Plan and drop individual performance agreements.
52 fice rather than the region as a whole.
53 conversation with anyone about empowerment or expectations in my position. 46 & 47 & 48 See answer to 24-27. 49 Other Would like more teaming with
Tribal Office and other EPA Tribal folks; more understanding of who they are,
54 481 am an inspector and operate mostly in the field without supervison.
55 It is not clear where we stand in terms of our performance when no feedback is given by supervisors.
1 Some questions begged an answer, some questions were only 1/2 the issue, i.e. yes a manager can be a model but that doesn't mean the model matches the regional
mission, goals, whatever.
2 #41. I disagree because of a recent vacancy which was advertised and after it closed, one of the decision makers sought out a candidate who did not apply and
when he showed interest, the vacancy was reopened so he could apply.
-------
3 ?51-54-(teaming) Our team is just getting started, so its too early to answer these. I am optimistic about the outcome, however-we have a diverse group of talented
& moitivated people.
4 OUR AGENCY POLICIES ARE IN LINE WITH OUR MISSION.
5 This comment is about the 5 teaming questions. My team is forming and still developing the processes.
6 duplicative (acutally triplicative) chain which actions must go through.
7 repurcussions before they allow more than one person from a group to go at same time. WE MUST allow time for mentoring and coaching so we can do a good
job.
8 47 &48. Surely empowerment is more than who makes the decision? How do "teams" fit into this concept?
9 Mgr is a "controller" without time to pay lots of attention to prog (too big a unit). No two decisions made the same way. Never know if decision is mgr only or
staff only. Lots of confused expectations. (47)
10 Management has frightful power whenever a subordinate asks permission to do something. A great many yes's will release much energy, some great successes,
and some monumental failures. Caution produces business as usual.
11 ENTIRE SURVEY-I resent greatly not being able to get to my email because of this thing;a constant reminder until we complied is ok, but some of us have work
to do and havetodoit ata certain time, you screwed that up for me, I'm not grateful
12 Without having established a baseline prior to the reorg, how can an adequate evaluation be made that is able to clearly demonstrate that any change(s) (i.e.
positive or negative) were due solely to the reorg?
13 of questionable value to name a few, did not justify the time and resources expended.
15 51 & 52 - We have a management team that has a ways to go in terms of being team-like.
16 From my prospective the previous reorganization was just eye wash. I seriously do not believe a net gain in agency mission productivity was achieved. Thanks
for the opertunity to comment.
17 Need the support of Manager as outlined in 20 above
18 personnel issues. Supvr has no time to address these issues, causing frustration on the part of peers.
19 making on performance to staff. Sometimes managers have to make tough and unpopular decisions.
-------
20 contributes to lack of accountability - which, in my opinion is sorely, lacking in this region. What are the consequences if we don't do what we commit to doing?
So what????
21 Illusion of consensus is prevailing sentiment of choice. IG investigation of Robie Russell era highlighted absence of ability to fix responsibility of this model.
Region's biggest flaw (with love of tendymgmt win-win strategic jargon
22 45. We need to develop an automated feedback system that employees can use to ask for feedback from their peers on a regular basis.
23 more about their own assignment than anything else
26 (continued from above) hypocritical.
2721. Yes, but not as much as I'd like. The climate doesn't feel "accepting" of this..." Ya, so who are you??"
28 49. I would like management to be more enforcement oriented, and assist and support staff in making hard decisions Currently, mgmt wants staff to find
approaches that have no adverse effects on businesses or communities.
29 49. Technical Training
J^. 30 erage for new operations
O
J2 31 Staff who do not strong leadership/technical skills should not be promoted to senior grade levels.
32 Q49: The problems that we have in ® are two-fold. ® is regulatory in nature. ® manager is a command-and-control engineer with program experience.
Autocracy and micromanagement grow well here.
c 33 Need more resources.
34 what they do and how we can work together (coordinate with, mutually support, learn from). Would like more organized info, by Tribe/Native Village, about
what the current activities are in their area.
-------
|